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ASSESSMENT OF EMPLOYEE ENGAGEMENT AND SATISFACTION IN GAIL INDIA TTD.
A
SUMMER TRAINING PROJECT
REPORT ON
“EMPLOYEE ENGAGEMENT &
SSATISFACTION”
At
GAIL (INDIA) Limited
Submitted in partial fulfillment of the requirements of
Master in Personnel Management and Industrial Relations
(MPMIR)
BANARAS HINDU UNIVERSITY
Submitted to: - Submitted by:-
Mr. NISHANT GAURAV PRIYARANJAN MISHRA
Table of Contents
1. Acknowledgement
2. Declaration
3. Executive Summary
4. Introduction
4.1 History of GAIL
4.2 Objectives
4.3 Joint Venture Companies
5. Assessment of “ Employee Engagement and
Satisfaction.
6. Questionnaire
7. Inferences in accordance with P ie Chart
8. Conclusions and Suggestions
9. Bibliography
ACKNOWLEDGEMENT
Experience is the utmost wealth a person can gain. Experience gives us the depth,
stability and composure to withstand any wave of uncertainity. The experience I
have gained at GAIL India Ltd. gave me a great learning.
Completing a task is never a solo effort. There are invaluable contributions by a
number of individuals directly or indirectly. It is for the same that I take immense
pleasure in expressing my gratitude to the people who helped me in my project.
I would also like to thank my mentor for Mr. Nishant Gaurav (Senior Officer, HR-
ES, Gail (I) Ltd.) for the constant support and encouragement provided by him to
me. His support throughout the project duration has been of great help to me.
I would also like to thank Mr. Raghav Chhabra (Senior Officer, HR-ES, Gail (I)
Ltd.), who have been supporting me throughout the project. .
It has been a memorable experience and help for me and I have gained
tremendously in terms of knowledge and experience.
PRIYARANJAN MISHRA
EXECUTIVE SUMMARY
This document is analytical in nature. The objective is to
provide the reader an insight into the “Welfare Facilities
provided to the employees in GAIL (India) Limited.” The
study was conducted to find out the engagement and the
satisfaction level among employees regarding important HR
policies and procedures and other facilities related to general
welfare measures provided by the Corporation to its Officer
level employees. The primary objective of the research was to
find out the engagement and satisfaction level of officers with
regards to the facilities provided to the them.
ABOUT THE COMPANY
INTRODUCTION
GAIL (India) Limited was incorporated in August 1984 as a Central Public Sector Undertaking
(PSU) under the Ministry of Petroleum & Natural Gas (MoP&NG). The company was
previously known as Gas Authority of India Limited. It is India's principal Gas transmission and
marketing company. The company was initially given the responsibility of construction,
operation & maintenance of the Hazira – Vijaypur – Jagdishpur (HVJ) pipeline Project. It was
one of the largest cross-country natural gas pipeline projects in the world. Originally this 1800-
kilometre-long pipeline was built at a cost of Rs17 billion and it laid the foundation for
development of market for natural gas in India. GAIL commissioned the 2,800 kilometers
(1,700 mi) Hazira-Vijaipur-Jagdishpur (HVJ) pipeline in 1991. Between 1991 and 1993,
three liquefied petroleum gas (LPG) plants were constructed and some regional pipelines
acquired, enabling GAIL to begin its gas transportation in various parts of India.
GAIL began its city gas distribution in New Delhi in 1997 by setting up nine compressed natural
gas (CNG) stations.
In order to secure Gas for its mainstream business Exploration and Production department was
created. Today GAIL is a partner in the Dawoo-OVL led consortium in two offshore block in
Myanmar which has made a gas discovery. Bulk of its blocks are located in India in the prolific
basins of Cambay, Assam-Arakan, Mahanadi, Krishna Godavary Deep water and onland,
Cauvery onland and deep water and western offshore. It is actively scouting for foreign blocks
both exploratory or discovery.
GAIL today has reached new milestones with its strategic diversification into Petrochemicals,
Telecom and Liquid Hydrocarbons besides gas infrastructure. The company has also extended its
presence in Power, Liquefied Natural Gas re-gasification, City Gas Distribution and Exploration
& Production through participation in equity and joint ventures. Incorporating the new-found
energy into its corporate identity, Gas Authority of India was renamed GAIL (India) Limited on
22 November 2002.
GAIL (India) Limited has shown organic growth in gas transmission through the years by
building large network of trunk pipelines covering length of around 11,000 kilometres
(6,800 mi). Leveraging on the core competencies, GAIL played a key role as gas market
developer in India for decades catering to major industrial sectors like power, fertilizers, and city
gas distribution. Currently GAIL transmits more than 160 mmscmd of gas through its dedicated
pipelines and have more than 70% market share in both gas transmission and marketing.
Type State-owned enterprise public company
Traded as BSE: 532155, NSE: GAIL, LSE: GAID BSE SENSEX
Constituent
Industry Energy, Petrochemicals
Founded 1984
Headquarters New Delhi, India
Key people Sh B. C. Tripathi (Chairman & MD as of 2013)[1]
Products Natural Gas, Petrochemical, Liquid Hydrocarbons,
Liquefied Petroleum Gas Transmission, City Gas
Distribution, E&P, Telecommunication, Electricity
Generation.
Revenue 47,333 crore (US$6.9 billion) (2011–12)
Net income 12,409 crore (US$630 million) (2011–12)
Employees 3,994 (2013)
Parent MoP&NG
Subsidiaries GAIL Gas, BCPL and GAIL Global (Singapore) Pte Ltd.
Website www.gailonline.com
199240890 pr-final-report
HISTORY OF GAIL
YEAR MILESTONES
1. 1984- GAIL (India) Ltd was formed.
2. 1987- HVJ (Hazira – Vijaipur- Jagdishpur) Natural Gas pipeline commissioned.
3. 1989- First year of profit registered.
4. 1990- LPG Plant Phase –I at Vijaipur commissioned.
5. 1992- Gas Marketing functions transferred to GAIL.
6. 1993- Maidan dividend of Rs.20 Crores paid to its shareholders.
7. 1994- First JV Mahanagar Gas Limited formed with British Gas incorporated to
implement Mumbai City Gas Distribution Project.
.
8. 1995- Propane recovery plants as Vijaipur commissioned.
9. 1996- Gail listed in NSE, BSE and DSE.
10. 1997- Government of India granted Navratna status to GAIL.
11. 1998- Indraprastha Gas Limited (IGL) incorporated for supply of gas to household sector,
transport sector & commercial consumers in Delhi.
12. 1999- LPG plants at Usar and Lakwa commissioned.
13. 1999- Uttar Pradesh Petrochemical Complex (UPPC) at Pata commissioned with a design
capacity of 3 lacs TPA of HDPE & LLDPE.
14. 2000- LPG plant at Pata with a design capacity of 2.58 lacs TPA of LPG commissioned.
15. 2000- Participated in under NELP- I and 2 blocks awarded.
16. 2001- Jamnagar-Loni LPG pipeline Project, world’s longest and India’s first cross country
LPG 1269 km long pipeline commissioned.
17. 2001- LPG plant at Gandhar commissioned.
18. 2002- GAIL picks up 12% equity stake in GSEGs 156MW power project in Gujarat.
19. 2003- GAIL has an initial success in the form of significant gas find in the block A-1 in Myanmar
and discovery of Oil & Gas in the Cambay block.
20. 2003- Bhagyanagar Gas Limited, a joint venture of GAIL and HPCL, incorporated in August 2003
in the field of distribution and marketing of Auto LPG, CNG for vehicles and retailing of natural gas in
cities of Andhra Pradesh.
21. 2003- Vizag- secunderabad LPG pipeline, the 580 km pipeline with a maximum throughput of
1.16 MMPTPA completed.
22. 2003- GAIL successfully secures participation in 2 retail gas companies in Egypt, Fayum Gas
Company and Shell CNG.
23. 2004- Dahej – Vijaipur natural gas pipeline commissioned.
24. 2004- A wholly opened subsidiary company GAIL Global (Singapore) Pte Ltd formed in
Singapore.
25. 2004- Platts declares GAIL as the first among Global Gas utilities based on Return on Investment
Capital (ROIC) in its worldwide survey of Top 250 Energy Companies.
26. 2004- Tripura Natural Gas Co. Ltd., a joint venture for city gas project in Tripura and UP Central
Gas Ltd., a joint venture for city gas project with BPCL, in Kanpur incorporated.
27. 2004- GAIL acquired 15% equity stake in NatGas, Egypt.
28. 2005- Inauguration of the Natural Gas Management Centre (NGMC) of GAIL at NOIDA.
29. 2006- GAIL brings India’s first spot LNG cargo at Dahej.
30. 2006- GAIL consortium wins 3 CBM blocks in III round of bidding.
31. 2007- MoP&NG authorization for 5 new major pipelines received.
32. 2007- Brahmaputra Cracker & Polymer Limited, a joint venture company led by GAIL, formed for
implementing Assam Gas Cracker Project.
33. 2007- GAIL forms a Joint Venture Company (JVC) with China Gas Global Energy Holdings
Limited.
34. 2007- Expansion of Petrochemical Plant at Pata for increasing capacity from 310,000 TPA
LLDPE/HDPE to 410,000 TPA completed.
35. 2008- Dahej - Panvel- Dabhol pipeline commissioned.
36. 2008- GAIL Gas Limited incorporated for CGD.
37. 2008- GAIL Gas limited wins the rights for rolling out city gas distribution projects in Meerut,
Sonepat, Dewas and Kota.
38. 2009- GAIL gets SCOPE Meritorious Award for Corporate Governance for the year 2007-08.
39. 2010- Representative Office in Egypt opened.
40. 2010- GAIL ranked No.1 Company among gas utilities in Asia in the Platts Global Ranking.
41. 2010- GAIL conferred “MoU Excellence Award” for the year 2008-09 by Prime Minister of India.
42. 2010- Petroleum Federation of India (PETROFED) Awards 2010 for Oil & gas Marketing –
Company of the year.
43. 2011- AIMA Managing India Awards 2011 for Outstanding PSU of the year.
44. 2011- GAIL’s growth strategy for the period 2011-20 approved by the Board.
45. 2011- GAIL started its journey towards “Sustainability Reporting”.
46. 2011- GAIL acquired a 20% stake in Houston-based Carrizo Oil and Gas’s Eagle Ford shale
acreage, first instance of a PSU acquiring shale assets in USA.
47. 2011- A wholly-owned subsidiary company GAIL Global (USA) Inc. formed in Houston,
USA and an office was opened.
48. 2011- Office of GAIL Global (Singapore) Pte Ltd opened in Singapore.
49. 2011- GAIL won rights to lay a 1550-km, $1bn natural gas pipeline from Surat in Gujarat to
Paradip in Orissa, connecting west to east coast.
50. 2012- GAIL conferred MoU Excellence Award for the year 2009-10 for Best Performing
CPSE in the Petroleum Sector consecutively for second year.
51. 2012- GAIL has been ranked World’s No. 1 in Downstream Operations in Platts Global
Energy Awards.
52. 2012- GAIL signed a 20-year agreement with Sabine Pass Liquefaction LLC, a unit of
Cheniere Energy Partners, for supply of 3.5 MMPTA/year of LNG.
53. 2012- GAIL published its first sustainability report.
54. 2012- GAIL become only company from Oil and Gas sector to be included in BSE Greenex,
India's first energy efficient index.
55. 2012- GAIL’s 2200 km Dahej-Vijaipur-Dadri-Bawana-Nangal-Bhatinda cross-country
pipeline inaugurated by Prime Minister.
56. 2012- GSPA signed between GAIL and TurkrnenGaz for Turkmenistan-Afghanistan-
Pakistan-India (TAPI) Gas Pipeline Project.
57. 2013- Government granted Maharatna status to GAIL.
VISION
Be the Leading Company in Natural Gas and Beyond, with Global Focus, Committed to
Customer Care, Value Creation for all Stakeholders and Environmental Responsibility.
MISSION
To accelerate and optimize the effective and economic use of Natural Gas and its
fractions to the benefit of national economy.
BUSINESS STRATEGY
The company aims to further expand its core business of Natural Gas Transmission &
Marketing, to capture larger share of the growing market. The company wishes to move
upstream to secure gas supplies for the core transmission business. Additionally,
investments in petrochemicals and city gas distribution are being planned to enhance
margins and increase sources of revenue. Further, the company is exploring and investing
in international opportunities with a strategic rationale of gaining international presence.
GAIL capitalises on its operating strengths by:
• Demand-driven Capacity Expansion
• Diversification into Value Added Products
• Development of Alternative Sources of Natural Gas
BUSINESS PORTFOLIO
Gail Success Story
Formation of GAIL
GAIL (India) Ltd was incorporated in August 1984 as a Central Public Sector Undertaking (PSU)
under the Ministry of Petroleum & Natural Gas (MoP&NG). The company was initially given the
responsibility of construction, operation & maintenance of the Hazira – Vijaypur – Jagdishpur
(HVJ) pipeline Project. It was one of the largest cross-country natural gas pipeline projects in the
world. Originally this 1800 Km long pipeline was built at a cost of Rs 1700 Crores and it laid the
foundation for development of market for natural Gas in India.
Current Businesses – Domestic
GAIL, after having started as a natural gas transmission company during the late eighties, has grown
organically by building large network of Natural Gas Pipelines covering over 9500 Km with a
capacity of around 172 MMSCMD; two LPG Pipelines covering 2040 Km with a capacity of 3.3
MMTPA of LPG; seven gas processing plants for production of LPG and other Liquid
Hydrocarbons, with a production capacity of 1.4 MMTPA; and a gas based integrated Petrochemical
plant of 410,000 TPA polymer capacity which is further being expanded to a capacity of 900,000
TPA. The Company also has 70% equity share in Brahmaputra Cracker and Polymer Limited
(BCPL) which is setting up a 280,000 TPA polymer plant in Assam. Further, GAIL is a co-promoter
with 17% equity stake in ONGC Petro-additions Limited (OPaL) which is implementing a green
field petrochemical complex of 1.1 MMTPA Ethylene capacity at Dahej in the State of Gujarat.
GAIL has 31.52% stake along with NTPC as equal partner in JV company, RGPPL at Dabhol
which operates largest gas based power generation facility in the country and is also setting up 5
MMTPA LNG terminal
.
Keeping in mind the requirement of growth and consolidation as well as opportunities arising out of
New Exploration Licensing Policy (NELP) of Government of India, the company has moved into
upstream of gas value chain i.e. Exploration & Production and currently has stakes in 31 E&P
blocks including 2 blocks overseas (in Myanmar).
GAIL is a pioneer in City Gas Distribution (CGD) business in India, with Indraprastha Gas Limited
(IGL) in Delhi and Mahanagar Gas Limited (MGL) in Mumbai being its biggest success stories.
Besides IGL and MGL, GAIL has set up several JVs for CGD to supply gas to households, transport
sector & commercial consumers in various cities including Hyderabad, Agartala, Kanpur, Indore,
Vadodara, Lucknow, Agra and Pune. In 2008, GAIL incorporated a wholly owned subsidiary, GAIL
Gas Ltd (GGL) to exclusively focus on city gas distribution business. GGL has been authorized for
implementation of CGD projects in four cities namely Kota, Dewas, Sonepat & Meerut in the 1st
round of bidding by Petroleum & Natural Gas Regulatory Board (PNGRB).
Leveraging on its pipeline network, GAIL has built a strong Optic Fibre Cable (OFC) network of
approximately 13,000 km for its own internal use and leasing of bandwidth as a carriers' carrier.
As a part of its initiative towards reducing carbon footprint and creating a path of sustainable
growth, GAIL is building a portfolio of renewable businesses. The company has successfully
commissioned wind energy power projects of 118 MW across states of Gujarat, Tamil Nadu and
Karnataka.
Global Presence
As a strategy of going global and further expanding global footprint, GAIL has formed a wholly-
owned subsidiary company, GAIL Global (Singapore) Pte Ltd. in Singapore for pursuing overseas
business opportunities including LNG & petrochemical trading. GAIL has also established a wholly
owned subsidiary, GAIL Global (USA) Inc. in Texas, USA. The US subsidiary has acquired 20%
working interest in an unincorporated joint venture with Carrizo Oil & Gas Inc in the Eagle Ford
shale acreage in the state of Texas. In addition to having two wholly owned subsidiaries in
Singapore & USA, GAIL has a representative office in Cairo, Egypt to pursue business
opportunities in Africa and Middle East.
GAIL is also an equity partner in two retail gas companies in Egypt, namely Fayum Gas Company
(FGC) and National Gas Company (Natgas). Besides, GAIL is an equity partner in a retail gas
company involved in city gas and CNG business in China – China Gas Holdings Limited (China
Gas). Further, GAIL and China Gas have formed an equally owned joint venture company – GAIL
China Gas Global Energy Holdings Limited for pursuing gas sector opportunities primarily in
China.
GAIL is a part of consortium in two offshore E&P blocks in Myanmar and also holds participating
interest in the joint venture company – South East Asia Gas Pipeline Company Limited incorporated
for transportation of gas to be produced from two blocks in Myanmar to China.
Consistent track record
GAIL has been a leading public enterprise with a consistently excellent financial track record. The
Turnover and PAT have shown remarkable accomplishment with CAGR of 16% and 12%
respectively in the last decade.
GAIL has recently developed corporate growth strategy for the period 2011-20 and the same has
been approved by the Board of Directors. GAIL aspires to become an integrated hydrocarbon major
with significant upstream and downstream interests by 2020
Mission, Vision and Values
Mission
To accelerate and optimize the effective and economic use of Natural Gas and its fractions for the
benefit of the national economy.
Vision
Be the leading company in Natural Gas and Beyond, with Global Focus, Committed to Customer
Care, Value Creation for all Stakeholders and Environmental Responsibility.
GAIL has formed Subsidiaries and Joint Venture companies for City Gas Distribution and
Petrochemicals. GAIL is one of the pioneers to introduce City Gas Projects in India for gas
supplies to households, commercial users and for the transport sector by forming Subsidiaries/
Joint Venture Companies
.
Joint Ventures
Aavantika Gas Limited (AGL)
AGL is in operation in Indore and Ujjain and is supplying CNG to the
transport sector in these cities. AGL is supplying CNG to almost 9,000
vehicles in both the cities. AGL has plans to set up 5 and 2 CNG
stations in Gwalior and Ujjain respectively and domestic supplies to
households. 6 daughter stations are mechanically ready for CNG
dispensing, awaiting for CCOE final approval. MoPNG has authorised
AGL for CGD in Indore, Gwalior and Ujjain. GAIL has 22.5% stake in
the Company along with HPCL as equal partner.
Bhagyanagar GasLimited (BGL)
BGL is currently operating 6 CNG stations in Vijaywada and 4 CNG
stations in Hyderabad and one CNG station in Rajahmundery. BGL is
supplying CNG in these 3 cities to almost 6,000 vehicles. BGL is also
operating two Auto LPG stations in Hyderabad and one Auto LPG
station in Tirupati. BGL has received authorization from MoPNG for
City Gas Distribution (CGD) in Hyderabad & Vijaywada. GAIL has
22.5% stake in the Company along with HPCL as equal partner.
Central U.P. Gas Limited (CUGL)
CUGL is currently operating 7 CNG stations in Kanpur and 2 CNG
stations in Bareily. CUGL is supplying CNG to almost 12,000 vehicles
in the two cities. CUGL commenced its domestic supply of PNG with
connections to 35 households in Kanpur. CUGL has received
authorization from MoPNG for CGD in Kanpur & Bareilly. GAIL has
22.5% stake in the Company along with BPCL as equal partner.
Green Gas Limited (GGL)
GGL is currently operating 6 CNG stations in Lucknow and 3 CNG
stations in Agra. GGL is supplying CNG in the two cities. GGL has tied
up for commencement of domestic supply of PNG with connections to
households, commercial and industrial establishments. MoPNG has
authorized GGL for CGD in Lucknow & Agra. GAIL has 22.5% stake
in the Company along with IOCL as equal partner.
Indraprastha Gas Limited (IGL)
IGL is the largest CGD entity in terms of CNG sales and the number of
vehicles supplied by CNG in India. IGL has received authorization from
MoPNG for CGD in Delhi & its suburbs viz. NOIDA (Gautam Budh
Nagar), Greater NOIDA, Gurgaon, Faridabad and Ghaziabad.
IGL is supplying piped gas to around 2 lacs domestic, 340 commercial, 20
small industrial consumers and CNG to over 3 lac vehicles through around
200 CNG stations in NCR.
GAIL has 22.5% stake in the Company along with BPCL as equal partner.
Mahanagar Gas Limited (MGL)
MGL is a Joint Venture of GAIL and British Gas. MGL has set up 140 CNG
stations catering to over 2 lac vehicles spread over Mumbai, Thane, Mira-
Bhayandar and Navi-Mumbai areas besides supplying PNG to over 4.5 lac
domestic customers, more than 1,000 small industrial & commercial
consumers. It has received authorization from MoPNG for CGD in Mumbai,
District Thane including Navi Mumbai & Mira Bhayander. GAIL has 49.75% stake
in the Company along with British Gas as equal partner.
Maharashtra Natural Gas Limited (MNGL)
MNGL is a Joint Venture of GAIL and Bharat Petroleum Corporation Limited
(BPCL) for implementation of City Gas Projects in and around Pune city.
MNGL has received authorization from MoPNG for CGD in Pune including
Pimpri, Chinchwad, Talegaon, Hinjewadi & Chakan areas. It has started 10
stations supplying CNG to nearly 5,000 vehicles. GAIL has 22.5% stake in
the Company along with BPCL as equal partner.
ONGC Petro-additions Limited (OPaL)
GAIL is in the process of acquiring equity stake in ONGC Petro- additions Limited
(OPaL), which is a Joint Venture of GAIL with Oil and Natural Gas Corporation
Ltd. and Gujarat State Petroleum Corporation Ltd., for setting up Petrochemical
Project at Dahej in Gujarat. OPaL is setting up a green field petrochemical complex
of 1.1 MMTPA ethylene capacity (dual feed cracker) in Dahej, Gujarat.
Petronet LNG Limited (PLL)
PLL has been formed for setting up of LNG import and regasification facilities.
PLL has a long term LNG supply contract with RasGas, Qatar, for import of 7.5
MMTPA of LNG. PLL Dahej terminal in Gujarat has been expanded to 10
MMTPA capacity. PLL has successfully implemented a pilot project for supplying
LNG through cryogenic road tankers. PLL is also coming up with a LNG terminal
at Kochi, Kerala, with an initial capacity of 2.5 MMTPA, expandable up to 5
MMTPA and it is scheduled to be operational by end of 2011. GAIL has 12.5%
equity stake in PLL, along with BPCL, ONGC and IOCL as equal partners.
Ratnagiri Gas and Power Private Limited (RGPPL)
RGPPL is a joint venture company between GAIL, NTPC, Financial Institutions
and MSEB. The capacity of the Ratnagiri Gas & Power Station is 2,150 MW,
which is the largest gas based power generation facility in the country and is
currently producing 1,850 MW of power. RGPPL is in the process of
commissioning an LNG import terminal of 5 MMTPA capacity. GAIL has 32.88%
stake in the Company along with NTPC as equal partner
Tripura Natural Gas Company Limited (TNGCL)
TNGCL is presently supplying gas to around 7,500 domestic, 170 commercial and
industrial consumers and has set up one CNG station in Agartala, which is catering
to more than 1,400 vehicles. TNGCL has received authorization from MoPNG for
CGD in Agartala. GAIL has 29% stake in the Company.
GAIL China Gas Global Energy Holdings Limited
The joint venture company has been formed with an objective to pursue gas sector opportunities, mainly
in China. GAIL has 50% equity interest in the company along with China Gas as equal partner. The joint
venture company is in the process of identifying projects in gas and other related areas in China.
Subsidiaries
GAIL has formed Subsidiaries and Joint Venture companies for City Gas Distribution and Petrochemicals.
GAIL is one of the pioneers to introduce City Gas Projects in India for gas supplies to households,
commercial users and for the transport sector by forming Subsidiaries/ Joint Venture Companies.
Brahmaputra Cracker and Polymer Limited (BCPL)
GAIL has 70% equity share in BCPL, a subsidiary, with Oil India
Limited (OIL), Numaligarh Refinery Limited (NRL), Govt. of
Assam, each having 10% equity share. Feedstock Supply
Agreements have been signed between BCPL and all the three
suppliers, viz., Oil and Natural Gas Corporation Limited, Oil India
Limited and Numaligarh Refinery Limited. Technology license
agreements have been signed for cracker, polyethylene and
polypropylene units.
Gail gas limited
GAIL Gas is a wholly owned subsidiary of GAIL. GAIL Gas has been
selected for implementation of City Gas Distribution (CGD) projects in
four cities, namely, Kota, Dewas, Sonepat & Meerut in the 1st round of
bidding by Petroleum & Natural Gas Regulatory Board (PNGRB). GAIL
Gas has already started supply of CNG & PNG (Industrial Customers) in
the city of Dewas from December, 2009. Steel Pipeline laying work is in
progress in the cities of Meerut, Sonepat & Kota. The gas supplies will
commence shortly in these cities. The total approved investment in all
these cities is approx. Rs. 435 crores in phase-I.
.
GAIL Global (Singapore) Pte Limited
GAIL has a wholly owned subsidiary, namely, GAIL Global (Singapore) Pte
Ltd., to manage investments abroad. GAIL is looking for further business
opportunities through this subsidiary company.
GAIL GLOBAL (USA) INC., (GGUI)
GAIL Global (USA) Inc., (GGUI) a wholly owned subsidiary of GAIL
(India) Limited,was incorporated on September 26, 2011 in USA having
its registered office in the State of Texas. The primary objective for
formation of GGUI was to enter into the US shale gas market and to
import the Shale Gas technology to India. The Company executed
definitive agreements on September 28, 2011 with Carrizo Oil And Gas
Inc., a NASDAQ listed company based in Houston, Texas,to enter into an
unincorporated joint venture, under which the Company has acquire a
20% interest in Carrizo’s Eagle Ford Shale acreage position.
ASSESSMENT OF EMPLOYEE
engagement and
SATISFACTION
A STUDYCONDUCTEDIN Gailindia ltd.
Eemployee Eengagement Aactivities
INTRODUCTION: Study Background
Employee Engagement
Employee engagement, also called work engagement or worker engagement, is a
business management concept. An "engaged employee" is one who is fully involved
in, and enthusiastic about, his or her work, and thus will act in a way that furthers
their organization's interests. Thus, Employee Engagement can be defined as...
"Employee Engagement is a measureable degree of an employee's
positive or negative emotional attachment to their job, colleagues and organization
which profoundly influences their willingness to learn & perform at work".
Employee engagement is a positive attitude held by the employee towards the
organization and its values. An engaged employee is aware of business context,
and works with colleagues to improve performance within the job for the benefit
of the organization. The organization must work to develop and nurture
engagement, which requires a two-way relationship between employer and
employee.
Thus engagement is distinctively different from satisfaction, motivation,
culture, climate and opinion. Employee Engagement is an antecedent of job
involvement.Employee Engagement is the extent to which workforce commitment,
both emotional and intellectual, exists relative to accomplishing the work, mission,
and vision of the organization. Engagement can be seen as a heightened level of
ownership where each employee wants to do whatever they can for the benefit of
their internal and external customers, and for the success of the organization as a
whole.
Three basic aspects of employee engagement according to the global studies are:-
 The employees and their own unique psychological makeup and experience.
Employee Engagement Activities
 The employers and their ability to create the conditions that promote employee
Engagement
 Interaction between all employees at all levels
Thus it is largely the organization’s responsibility to create an environment
and culture conducive to this partnership, and a win-win equation.
Difference between employee engagement and employee
satisfaction
Employee engagement is what we get when an employee is motivated by the job; is
successful in the job; is well managed by the supervisor and paid fairly by
management.
Employee satisfaction is what we get when we give employees things they
want. So that an employee may be fully satisfied but is unsuccessful.
FEATURES OF EMPLOYEE ENGAGEMENT:
 Understanding of business context and the ‘bigger picture’
 Respectful of, and helpful to, colleagues
 Willingness to ‘go the extra mile’
 Belief in the organization
 Desire to work to make things better
 Keeping up to date with developments in the field.
ASPECTSOF EMPLOYEEENGAGEMENT:
The basic aspects of employee engagement according to the global studies are:-
  The employers and their ability to create the conditions that promote
employee engagement.
 Interaction between employees at all levels
 Thus it is largely the organization’s responsibility to create an environment and
culture conducive to this partnership, and a win-win equation.
 Employee engagement is an antecedent of job involvement and what
organization does to make the employees engaged.
ASSUMPTIONS ABOUT EMPLOYEE ENGAGEMENT
An approach to building higher levels of engagement is based on a number of
fundamental beliefs which could be explained as following-
 Engagement is the primary enabler of successful execution ofany business strategy.
An engaged workforce is true competitive advantage. It is almost impossible to
copy and, without it, execution of most corporate initiatives becomes difficult, if
not impossible.
 Engagement is nota short-term initiative.
Because engagement is simple in concept but difficult in execution, it is never
achieved or finished—only improved. It might take years of steady progress to
build high levels of employee engagement, and without the proper care and
feeding, these gains can wither and fall away surprisingly quickly.
 Engagement must be driven from the top.
Engagement is a business imperative, not an HR initiative, though HR should be a
key player in driving higher levels of engagement. Support from the top also
means senior leaders must be highly engaged themselves. It has been seen that
only one in four senior leaders—and only one in six frontline leaders—is highly
engaged. It’s hard to imagine highly engaged employees without highly engaged
leaders.
 One of the best ways to have highly engagedemployees is to hire them.
Certain people have a set of characteristics or attributes that increase their
propensity for engagement .Companies should pay close attention to these
characteristics in their hiring process
 Engagement is all about fit.
People are more likely to be engaged if their jobs and the culture of the organization
match both their abilities and skills, and their motivation and values. Most
organizations hire or promote only for the ability and skill match, ignoring the
motivation and value match.
 No one impacts the state of engagement more than an employee’s immediate leader.
It is believed that most people do not leave their jobs; they leave their bosses. A
highly engaged team and a strong likelihood shows you a leader who is coaching for
success, setting clear goals, empowering others, providing open and honest
feedback, and making the winners feel valued.
 Measuring engagement anddemonstratingits business impact is crucial,but it’s
only a small part of winning the battle.
Many organizations invest a lot into measuring and remeasuring engagement,
leaving little energy or budget for actually improving engagement levels.
Engagement measures must be simple and cost effective. Resources and energy must
be spent in the right direction.
 Engagement means reachingthe heart.
Highly engaged employees give that extra effort because inside they care. And, they
care because they feel someone is caring for them. Managers should know the
individuals on their teams as people, not just employees. He must know about their
aspirations, interests, and families. The recognition of the “whole person” sends a
powerful message to employees that the organization understands and appreciates
that they have a life outside work.
naturally curious about their company and their place in it. They perform at
consistently high level...
CLASSIFICATIONS OF EMPLOYEE ENGAGEMENT
Engaged Employees
"Engaged" employees are builders. They want to know the desired expectations for
their role so they can meet and exceed them with their talent and strength.
They work with passion, being more innovative and strive hard
to move their organisation forward.
Not Engaged Employees
Not-engaged employees focus more on tasks rather than the goals and outcomes
they are expected to accomplish. They focus on accomplishing tasks vs. achieving an
outcome. Employees who are not-engaged tend to feel their contributions are being
overlooked, and their potential is not being tapped and often lack productive
relationships with their managers or with their co-workers.
ActivelyDisengaged
The "actively disengaged" employees are the "CAVE dwellers". They are
"Consistently against virtually everything." They're not just unhappy at work; they're
busy acting out their unhappiness, by consistently undermining what their engaged
co-workers accomplish. As workers increasingly rely on each other to generate
products and services, the problems and tensions that are fostered by actively
disengaged workers can cause great damage to an organization's function
FACTORS AFFECTING EMPLOYEE ENGAGEMENT
Leadership- Clarity of Company Values
Employees need to feel that the core values for which their companies stand are
Unambiguous and clear.
Leadership – Respectful Treatment of Employees
Successful organizations show respect for each employee’s qualities and contribution
regardless of their job level.
Leadership – Company’s Standards of Ethical Behaviour
A company’s ethical standards also lead to engagement of an individual
Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces create a trustful and challenging environment, in which
employees are encouraged to dissent from the prevailing orthodoxy and to input and
innovate to move the organization forward.
Image
How much employees are prepared to endorse the products and services which their
company provides its customers depends largely on their perceptions of the quality of
those goods and services. High levels of employee engagement are inextricably linked
with high levels of customer engagement.
Other factors
Equal Opportunities and Fair Treatment
The employee engagement levels would be high if their bosses (superiors)provide
equal opportunities for growth and advancement to all the employees.
Performance appraisal
Fair evaluation of an employee’s performance is an important criterion for
determining the level of employee engagement. The company which follows an
appropriate performance appraisal technique (which is transparent and not biased)
will have high levels of employee engagement
Pay and Benefits
The company should have a proper pay system so that the employees are motivated to
work in the organization. In order to boost his engagement levels the employees
should also be provided with certain benefits and compensations.
Health and Safety
Research indicates that the engagement levels are low if the employee does not feel
secure while working. Therefore every organization should adopt appropriate
methods and systems for the health and safety of their employees.
Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very
essential for an organization to see to it that the job given to the employee matches
his career goals which will make him enjoy his work and he would ultimately be
satisfied with his job.
Communication
The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right
to be heard by his boss than the engagement levels are likely to be high.
Family Friendliness
A person’s family life influences his wok life. When an employee realizes that the
organization is considering his family’s benefits also, he will have an emotional
attachment with the organization which leads to engagement
Co-operation
If the entire organization works together by helping each other i.e. all the employees
as well as the supervisors co-ordinate well than the employees will be engaged.
There are several contributors to high levels of engagement:
 senior management initiatives to directly listen to employee views
 strong opportunities for promotion within the organization based on merit
 an entrepreneurial culture based around employee contributions to
performance and improvement.
 fair and consistent HR practices
 focus on traditional management practices such as clarity of objectives, clear
performance measurement and trust
 showing employees that they are valued through well-designed and consistent
involvement initiatives
 having clear targets that employees can work towards
NEED OF EMPLOYEE ENGAGEMENT
IN A COMPANY
An organization’s capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results in a growing
company employee engagement plays significant role as following
 Engaged employees will stay with the company, be an advocate of the
company and its products and services, and contribute to bottom line business
success.
 They will normally perform better and are more motivated.
 There is a significant link between employee engagement and profitability.
 They form an emotional connection with the company. This impacts their
attitude towards the company’s clients, and thereby improves customer
satisfaction and service levels
 It builds passion, commitment and alignment with the organization’s strategies
and goals
 Increases employees’ trust in the organization
 Creates a sense of loyalty in a competitive environment
 Provides a high-energy working environment
 Boosts business growth
 Makes the employees effective brand ambassadors for the company
 Need to retain new employee whose talent & skill specialist more than past
emloyees
 Truly committed workforce required.
 A highly engaged employee will consistently deliver beyond expectations

Thus employee engagement is critical to any
organization that seeks to retain valued employees. It has been proved that there is an
intrinsic link between employee engagement, customer loyalty, and profitability. As
organizations globalize and become more dependent on technology in a virtual
working environment, there is a greater need to connect and engage with employees
to provide them with an organizational ‘identity’.It is directly related with the
organisational performance.
EFFECTIVENESS OF EMPLOYEE ENGAGEMENT
ON COMPANY’S GROWTH
A successful employee engagement strategy helps create a community at the
workplace and not just a workforce. When employees are effectively and positively
engaged with their organisation, they form an emotional connection with the
company. This affects their attitude towards both their colleagues and the
company’s clients and improves customer satisfaction and service levels.
Engagement drivers are the levers that organizations can use to build a more engaging
work environment. Engagement does not just materialize. Organizations must hire
employees who fit the job requirements, develop leaders with the right skills, and provide
support through strong systems and strategies. Organizations drive engagement by
proactively leveraging three sources of influence for change:
 Employees
 Leaders
 Organizational systems and strategies.
Together, these three drivers lead to the formation of an
engaging work environment. Once created, the engaging work environment has a
positive impact on employee behaviours and attitudes. In particular, an engaging
environment builds loyalty in employees by meeting their personal and practical
needs, thus encouraging them to stay with the organization. In addition, an engaging
work environment taps into employees’ motivation to try harder and put forth the
extra effort that differentiates organizations from their competitors.
Finally, when organizations have engaged employees, the
long-term benefits appear in the bottom line. Organizations have more satisfied and
loyal customers, increased profits, better-quality products or services, and greater
growth potential.
The true motivators at work include achievement, recognition, work
itself, responsibility, advancement, and personal growth. The same things that drive
motivation and enhanced effort also increase. Employee loyalty to the organization. Many
studies have shown that employees base their decisions to stay or leave on factors related
to employee engagement. It is not uncommon for employees to leave high-paying or high-
status jobs because they don’t feel fulfilled.
WORK ENVIRONMENT
>Aligned Effort and Strategy
> Empowerment
> Teamwork/Collaboration
> Growth and Development
> Support and Recognition
ENGAGED EMPLOYEES
> Greater Loyalty
> Enhanced Effort
sEMPLOYEE ENGAGEMENT APPROACHES
Most organisations have a range of practices to improve the engagement level of
their employees. One of the pitfalls of any employee engagement programme is a
failure – whether real or perceived – to follow through on the initial that the
company is felt by their employees If an organisation is to succeed employee
engagement must be actively introduced.
Employee engagement begins from day 1
Organizations seeking ways to build a motivated, satisfied and engaged workforce
should start by putting in place structured and well-planned orientation programmes
for their new employees. It needs set ups for preparing employees for their new roles
and communicating how they can help to meet the organisation goals. It focuses
mainly on improving communication for managers and employees as well.
Employee engagement approaches for new employees
 Best practice recommends starting right at the selection or recruitment stage with the
ORGANIZATIONAL SUCCESS
> Satisfied/Loyal Customers
> Increased Retention
> Higher Profits and Profitability
> Revenue Growth
right person and giving them a realistic job preview
 A strong induction and orientation programme
 Rigorous training and development, from technical to soft skills to leadership
development programmes.
 Regular technical/soft-skill updates.
 Certification programmes to drive people towards excellent performance
Employee engagement approaches for all employees
Beyond initial recruitment and induction, employee engagement activities can be
broken into a number of groups. These include:
a. Communications activities
b. Reward schemes
c. Activities to build the culture of the organisational
d. Team building activities
e. Leadership development activities
Communications activities
These help employees find out what is going on within the company outside of their
immediate team. They also help to create an environment of trust and openness
within the organisation where they are able to talk openly. Employees who feel they
are listened to are able to express dissatisfaction and work together to resolve their
causes, without it affecting their performance.
Good examples of communications approaches include:
 Communication forums to provide regular feedback to all people, including
team meetings, conferences and “away day”
 In-house magazines
 On-line communications, including discussion boards and blogs by company
personnel including senior management
 Monthly updates on corporate goals and directions
 Regular employee opinion and satisfaction surveys
 Active soliciting of employee feedback, including opinions.
Reward schemes
Reward schemes are an important part of a company's overall employee
engagement
Programme. Studies have long shown that, while money in itself is not a motivating
factor, the absence of financial reward can be a significant demotivator. Thus the
role of reward schemes in boosting employee engagement is:
 to remove barriers to satisfaction in the organisation;
 to provide a framework for rewarding everyone in the organisation for their
performance;
 to give those who are motivated by financial gain an opportunity to achieve
this.
Typical approaches include:
 Compensation and benefit programmes
 Stock ownership and profit sharing
 Recognition programmes
 Idea collection schemes linked to rewards for idea generation
 Long service and good performance awards
Activities to develop the culture of the organisation
Giving employees a feeling of belonging is crucial in creating a thriving organisation
that people feel committed to and others want to join.
Common approaches include:
 Clear and humane HR policies
 Pro-social corporate objectives and Corporate Social Responsibility
 Equal opportunities policies and practices
 Initiatives to maintain the quality of work life and a balance between
personal/professional lives
 Developing a safe, clean and inspiring work environment
 Demonstrating a commitment to employees’ well being
Team building activities
Culture-building activities are great for generating a feeling of belonging, but all
organisations are building out of smaller teams who can get on and work together.
Popular approaches include:
 Small team recreational activities, such as bowling, skating, trips to the
cinema
 Social activities, such as family gatherings and barbeques
 Community outreach activities such as volunteering and fund-raising.
Leadership development activities
A great organisation needs not just a great leader, but people with leadership skills.
This stimulates good performance, boosts creativity and eases succession planning.
Good practices include:
 Effective Leadership
 Effective Performance Management
 Fair evaluation of performance
 Empowerment through effective delegation
 Coaching and mentoring activities to give honest feedback by supervisors and
peers
 An open and transparent culture to empower people and develop
entrepreneurs
There are certain strategies for creating successful culture for employee engagement
which could be elaborated as following-
High involvement hiring – choosing employees that not only have the right skills but
also are a long term fit with the company’s culture
Providing comprehensive benefits and a flexible work environment, including paid
time off to participate in community service
Extensive training and promotion from within – investing in employees to build their
skills and enabling them to take on increased responsibility
Fostering a culture of mutual respect and trust, empowerment and shared
responsibility, yielding long term loyalty and often valued over rewards
Celebrating successes – engaged teams work hard and spend time celebrating
together when milestones are achieved
Ensuring the core values are frequently heard and understood by all, and instigating
a comprehensive communications programme of company-wide updates, successes,
and employee recognition
Sharing key success metrics critical to the company’s financial success with
employees and articulating those that employees affect daily
Employee participation – making sure all employees has a say over how work is done
and have some degree of autonomy
Performance-based rewards and compensation – clearly tying rewards such as
bonuses to individual and company performance
Sharing ownership, for example via stock options, restricted stock, employee share
option plans, or co-ops.
KEY CHALLANGES
It’s much more difficult to make engagement a way of life in your organization. It is
much easier to join in with the newest fad than it is to firm performance, and isn’t
that the real goal of employee engagement? Thus, taking the time to engage
yourself and your managers in the engagement process may be worth the effort for
truly strategic HR executives. You will find that this is not the easiest path, but it may
be the one that leads you away from fads to something very real.
In time, the company may begin to experience high staff
turnover, mistakes will be made, and customers that once were happy will begin to
complain. The very culture that made the company successful in the first place could
become its downfall.
Most disengaged workers didn’t start out that way either. They feel disconnected from
the organization and its culture, underutilized or overworked, not part of the ‘in’
crowd, and clearly is not getting what they want or need from their work. They may
well become skeptical about the organization, and their negativity could quite easily
become contagious.
There are several reasons for employees becoming disengaged:
 reactive decision-making
 inconsistent management styles based on the attitudes of individual
managers
 low levels of advocacy carrying the risk of creating employee resentment
 rigid communication channels or cultural norms
 poor senior management visibility and quality of downward communication
 incoherent communication channels
 recruitment and retention practices that do not meet the needs of teams
 Inappropriate leadership styles, especially during organizational change or
periods of low performance.
Various employee engagement activities
Family employeeengagement activities
These are perhaps the most promising employee engagement activities like a day off
for their birthday or even anniversary for that matter. It will hardly cause the
downfall of business. On the other hand, it will make the employees feel sense of
belongingness and would dedicate themselves to make the business flourish.
Introduceemployee engagement activities at work
Provide meditation and play courts for the people to combat stress. It will
undoubtedly cost but then you can expect a lot more than that in return. Employee
engagement activities are absolutely essential for employees to truly engage in what
they do.
Awards for highachievers
An introduction to spotlight awards for the employees who outdo themselves for the
sake of the business organization. This is truly beneficial in the sense that it is not
only reward and acknowledgement for the hard work of some of your staff members;
you also encourage others to do as much. These employee engagement activities must
be healthy. Perhaps the one thing employees absolutely hate is unfair treatments.
Festivals
A diverse employee cultural can be best promoted by organizing parties to celebrate
the different festivals you know of showing no discrimination whatsoever.
Other regular employee engagement activities /programs are
 Picnic at regular intervals
 A daily column, written by CEO, on the intranet with company announcements
/ programs etc.
 Update via an overhead paging system, which is used to recognize employees
for significant business achievements.
 Employee suggestion systems / quick responses.
 Live version of internal house magazine.
 CEO spending time in face to face communication with staff.
 ONLINE “asks the CEO” mailbox.
 Monthly staff awards
 Annual staff awards
 Weekly blog related to serious business issues and staff to read / comments.
 Problem solving committee.
 Quality assurance committee.
 Conducting soft skills training program as well as required training programs
 Online real-time tracking of progress. Employees can view company progress
towards targets / goals.
 Provide long term strategic vision for business growth.
 Indoor Games as well as Outdoor games, like Chess, Cricket, Badminton etc.
 Celebration of Employees Birthday
Employee Engagement Activities which majorly affect the
employees
Above mentioned activities are mainly dependent on the employee involvement or to boost the
morale of the employees. Employee engagement is majorly dependent upon the following:
 Job Description / Job Clarity: an employee must know what is expected out of
him at work. He or she is made aware about his job responsibility. Job
description is necessary for an employee so that he can perform well.
 Resources to do one’s work: an employee is provided with the required tools
and equipments to carry out his job smoothly.
 Opportunity for further growth: an employee should be given opportunity to
further hone his technical and behavioral skills i.e, should get opportunity to
attend trainings etc. career path development can also be helpful.
 Recognition / praise for good work: everyone need some kind of praise or
recognition for his/her good work to perform better in future. Whenever a
person does something, there are consequences. Those consequences will
affect whether work groups engage in that behavior again.
 Healthy relationship with your supervisor, boss and colleagues: if the
relationship will be healthy with your superior , boss or colleagues then
employees will feel secure, can experiment with new ideas at work , to
challenge, to share information and to support each other.
 Encouraging development: here development means helping employees to
find roles that fit in their natural strengths, their unique combination of skills,
knowledge and talent. If employees are provided with these their productivity
will improve.
 Freedom to express views: an organization can not develop if it does not let it
employees to express their views because in such situation employees will not
feel comfortable with the environment.
GAIL INDIA LTD practices all the above mentioned areas and provides its
employees with all the necessary resources at work. Good professional
environment, guidance of superiors, proper induction, training, career
growth, coaching, right compensation as per performance, incentives for
high performers, etc. GAIL’s culture believes in Caring for people,
intellectual honesty openness, fairness & trust. We strive for commitment in
excellence
JOB SATISFACTION
Introduction:
The concept of job satisfaction though of considerable recent origin is closely related to motivation
at the workplace and is correlated to improved performance in the workplace.
Job satisfaction describes how content an individual is with his or her job. There are a variety of
factor that can influence a person job satisfaction. Some of these factor include: the level of pay
and benefits, the perceived promotion system within a company, the quality of working condition,
leadership and social relationship and the job itself (the variety of the task involved, the interest and
the challenge job generates and clarity of job description requirement)
Brief history:
One of the biggest preludes to study of job satisfaction was the Hawthorne study. These study
sought to find the effect of various condition on workers productivity. These study showed that
novel changes in working condition temporarily increases productivity. Findings from Hawthorne
studies provided strong evidence that people work for purpose other than pay.
There is evidence that job satisfaction is negatively correlated with absenteeism. That is people who
are dissatisfied with their job tend to miss more work. Although there is not strong correlation,
people tend to not miss work very much regardless of their degree of satisfaction.
Along the same line as absenteeism, job satisfaction also is negatively correlated with turnover.
People are much more likely to quit their job when they are dissatisfied.
Employee satisfaction is thought to be one of primary component of a well-run organization and
considered an imperative by all corporate management.
It is necessary to focus on diverse personal goal which worker hope to be satisfied in the workplace,
determine issue like feedback, autonomy and variety that will influence their level of satisfaction
and involvement.
Factor determing job satisfaction
There are a number of factor that put an effect on job satisfaction few of those are listed below:
 Ability utilization (right person at right job)
 Achievement (on job)
 Activity (meaningfulness of work)
 Advancement (career growth opportunity)
 Authority (rights and duties)
 Company (image in society)
 Compensation (salaries and benefits)
 Co-worker (in terms of interaction)
 Creativity (in term of streamlining processes)
 Independence (freedom to carry out ones job)
 Moral values (justified and unjustified)
 Recognition (after major accomplishment on job)
 Responsibility (for the outcomes)
 Security (in term of job)
 Social services (opportunity availability for serving society)
 Social status (provided by the job)
 Supervision (nature of supervision)
 Variety (task variety)
 Working condition (cleanliness, sitting arrangement etc)
Advantages of job satisfaction
The importance of job satisfaction is fairly evident from a description of the
importance of maintaining morale in any organization. If a worker is not satisfied
with his or her work, then both quantity and quality of his or her work output will
suffer. If his or her job satisfaction increases then there is an improvement in both
quantity and quality of work.
We can summarize the advantages of job satisfaction in following point:
 Loyalty
 Increase productive output
 Better performance at work place
 Less turnover
 Low rate of absenteeism
 Less grievances
 Less slackness
 Low rate of attrition
 Low level of stress
 Harmony at workplace
Disadvantages of job dissatisfaction
As there are advantages of job satisfaction, similarly there are disadvantages of
job dissatisfaction; few of those are listed below:
 Significant decrease in production
 Increase in work slackness
 Increase in grievances
 Increase in labour turnover
 Lack of peaceful interpersonal relation
 High rate of job attrition
Measuring job satisfaction
There are many method of measuring job satisfaction. By and far the most common methods for
collection of data regarding job satisfaction are:
1. The Likert scale (named after Renins Likert)
2. Yes/no method
3. True/false question
4. Point system
5. Cheklist
6. Forced choice answer
One of the most important methods of measuring job satisfaction is the job descriptive index (JDI)
created by smith Kendle and Hulin (1969). It is a specific questionnaire of job satisfaction that has
been widely used. It measures ones satisfaction in five facets:
1. Pay
2. Promotion and promotion opportunity
3. Co-worker
4. Supervision
5. Work itself
The scale is simple, participants answer either yes/ no or can’t decide in response to whether given
statements accurately describe ones job.
Models of job satisfaction
There are four models of job satisfaction that describe job satisfaction level
of employees. These are as follows:
AFFECTTHEORY
Edwin a. Locke s range of affect theory (1976) is arguably most famous job satisfaction model. The
main premise of this theory is that satisfaction is described by a discrepancy between what one
wants in the job and what one has in the job. Further theory states that how much one values a
given facets of job (e.g. the degree of autonomy in a given position) moderates how satisfied/
dissatisfied one becomes when expectation are /aren’t met.
Dispositionaltheory
It is a very general theory that suggests that people have innate disposition that cause them to
have tendencies towards a certain level of satisfaction, regardless of one s job. This approach
becomes a notable explanation of job satisfaction in the light of evidence that job satisfaction tends
to be stable over time and across career and job.
Jobcharacteristicmodel
Hackman and Oldham proposed the job characteristic model which is widely used to measure
particular job characteristic impact on job outcomes including job satisfaction empirical have
provided substantial support for this model possibly explaining its wide spread use.
Moderating variables for job characteristic model
•Knowledge and skills
•Satisfaction with extrinsic aspects of work
•Growth need strength
Implementing concept for job characteristic model
•Combine tasks: Effects skill variety, task identity, & task significance
•Group tasks into natural work units: Effects task significance and task
identity
•Give workers contact with customers: Effects skill variety, autonomy
and feedback
•Vertically load jobs: Effects autonomy
•Open feedback channels: Effects feedback
Designing jobs for teams
•Team has to be an identifiable group, doing a specified piece of work, and be
self-managing
•Key behaviors: Ask for ideas and give suggestions. Listen to others, share
information and help others
•Manager’s role: Make alterations needed for effective group performance,
consult
Goals that motivate
•Specific Goals
•Difficult Goals
•Goal Acceptance
•Goal Feedback
Why goals motivate
•Mobilize energy in relation to goal
•Focus attention towards goals attainment
•Encourages setting of action plans or strategies for goal attainment
•Encourages persistence until goal is attained
Enhancing goal acceptance
•Participation
•Rewards
•Supportiveness
Incentives for individual
•For Executives
–Compensation tied to achieving strategic goals
•For Lower Level Employees
–Tied to performance: bonuses, commissions and piecework
When pay fails to motivate
• If Bonuses or merit pay is too small
•Non-existent link between pay and performance
•Performance appraisal is done poorly
•Effect of unions
•Adaptation problems
Effective reward system
•High goals should be set for performance
•Accurate ways to measure performance should be developed
•In the performance appraisal there should be provision of training for
supervisors
•Pay should be linked with the performance
•Make increases noticeable and meaningful
Summary
Hackman’s & Oldham Job characteristics Model can be used to redesign jobs
to engage motivation. How and why goals setting works & looked at ways to
use pay as a motivator.
SOMEMYTHSURROUNDINGEMPLOYEEREGARDINGJOB SATISFACTIONARE:
1. THERE IS A PERFECT JOB FOR ME: There is no perfect job. Jobs have
descriptions, but we each bring definition and meaning to our job. The job is in the process
of being perfected only as we fulfill our intrinsic job needs, which are our sense of Respect,
Responsibility, and Recognition.
2. SOME JOBS ARE MORE IMPORTANT THAN OTHERS. If as human
beings we are important-and we are-then the job is important because we impart of
ourselves into the job. Status is only in the mind of the thinker. People who care about
themselves and care about their work realize that no one can do their job like they can. The
job is special because they are special. There is no dignity and self-respect that is imparted
to the job.
3. I MUST MAKE MYSELF FIT THE JOB. Individuals who accept themselves
and their self-worth tend to naturally be creative problem-solvers. The tend to look for
ways to make situations and circumstances work in their favor. In other words, when they
are given lemons, they find ways to make lemonade.
4. JOBS SHOULD HAVE MEANING AND PURPOSE. Jobs have meaning
and purpose only to the extent that we give them meaning and purpose. Just as we define
our own job satisfaction, we define the meaning and purpose of the job. This starts with
knowing our deep values, beliefs, and purpose for living. As we get the "big picture" of
these elements of our lives, we can begin putting our job in perspective within a larger
picture. This will also help us make the job work for us rather than us working for the job.
5. A JOB SHOULD HELP ME FEEL BETTER ABOUT MYSELF AND
RAISE MY SELF-ESTEEM. A job will never put something inside you that you don't
already have. A job can embellish and strengthen what you have, but never give it to you. It
wasn't designed to do that. The better you feel about yourself, the more you will see or
create opportunities to maintain these feelings about yourself even when circumstances try
to pull you down.
6. A JOB SHOULD PROVIDE CHALLENGE. Only to the extent
that we begin to look for challenge in our job. We must create our
opportunities to be challenged, especially after we have settled in our job and begin
feeling secure and competent about how we perform our day-to-day responsibilities.
7. IT'S HARD TO WORK FOR A DIFFICULT BOSS. The work is not hard.
The interpersonal relationship with your boss is what is hard. This strained relationship
causes emotional tensions that can be wearing. When we are working for difficult people, it
will help if we distinguish between the work and the difficult person. This requires a sense
of confidence and competency in ourselves that can keep us centered during trying times.
8. YOU MAY BE STUCK DOING A JOB FOR THE REST OF YOUR
WORKING LIFE.In the age we are living in, that is highly unlikely. Organizations are
going through massive changes with amazing rapidity.
9. I MUST BE OUTSTANDING ON MY JOB. Our work may not directly
showcase our skills and abilities. That should be okay. The requirement is that you do the
best you can with your job assignments. Look for other opportunities in your workplace,
perhaps outside of your regular type of responsibility, to let your talents and skills glow.
10. I SHOULD BE FURTHER ALONG IN MY JOB THAN I AM. If
further along means more promotion and salary increases, the myth of the matter is that
few of us are getting many of those to any substantial degree. Employees are staying
longer in the same position. Salary increases are not as large as in the past. Our definition
of job satisfaction must be a definition that is within our control and can be within our
reach.
HYPOTHESIS
Job satisfaction, its causal factors and its effect upon organizational health are all part of the various
factors under study for this project. Job satisfaction for an individual can be influenced by a number
of the factors that include job itself, the salary, the promotion policy of the company, and the
attitude of the co-worker, the physical and mental stress involved, the working conditions, the
interest and the challenge levels. These various level are just indicative of various factors that
contribute or take away from job satisfaction. Sometime, even changing the color of the furniture
and fabric can lead to higher levels of job satisfaction. While job satisfaction is not quite the same
as motivation, the two are quite closely linked and many times motivating action also increases
satisfaction level. Most organization periodically measures job satisfaction among employee
through mainly quantities technique using rating scale.
Numerous studies on job satisfaction and reason thereon have, ended in a number of interesting
finding, we view job satisfaction as emerging from a number of factors, including the characteristic
of the organizational environment, specific feature of the job, and the personal characteristic of the
worker. Higher job satisfaction has been linked with employees who are able to exercise autonomy
and with those who have a higher level of job involvement. Women have found to report
significantly higher job satisfaction than men, although this gender gap appears to be narrowing.
Some study have noted that older worker tend to have a higher level of job satisfaction, although a
number of studies have shown that age variable might be more a proxy for experience. Older
worker also tend to be situated in higher-level positions, which might be more fulfilling than the
less exciting entry-level positions of th0ose just entering the work.
I intend to commence the hypothesis with the topics including: loyalty,
salaries and benefits working condition, work itself, interpersonal
relations, supervision, recognition and advancement. The questionnaire
will be covering above said element of the job satisfaction. Based on the
response, I shall be able to prove my hypothesis.
199240890 pr-final-report
QUESTIONNAIRE
EMPLOYEES ENGAGEMENT AND SATISFACTION
SURVEY
Name: ______________________________________________________________________
Designation: _______________________________________________________________
Department: _______________________________________________________________
Date: ______________________
This survey will take about 5-8 minutes. This feedback is anonymous and your responses
will be held in the strictest confidence.
Q1. How well informed were you about your role and responsibilities before and at the time of
joining?
Excellent
Very Good
Fair
Poor
Very Poor
Q2. Are you well communicated through HR for HR policies or process change/updation?
Strongly Satisfied
Satisfied
Fair
Dissatisfied
Highly disatisfied
Q3. Openness and transparency during meeting :
Excellent
Very Good
Fair
Poor
Very Poor
Q4. Queries clarification during meeting :
Excellent
Very Good
Fair
Poor
Very Poor
Q5. How frequently you wish to see employee engagement activities?
Weekly
Monthly
Quarterly
Half yearly
Yearly
Q6. How satisfied are you with the safety/amenities provided at your workplace?
Strongly Satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Highly dissatisfied
Q7. Are you satisfied with your compensation and benefits?
Strongly Satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Highly dissatisfied
Q8. How satisfied are you with the response of your superior?
Strongly Satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Highly dissatisfied
Q9. Free to discuss when new ideas strike in your brain :
Strongly Agree
Agree
Neither agree nor disagree
Disagree
Highly disagree
Q10. How long would you wish to be in GAIL?
Less than 2 years
2 to 5 years
5 to 8 years
More than 8 years
THANK YOU…!!!
Inferences:
50% of the GAIL employees feel that they were Fairly informed about their role and
responsibilities before and at the time of joining, 25% of them feel that it was Very Good, 13%
of them think it was Very Poor and about 12% of the employees think that it was Poor.
Excellent
0%
Very Good
25%
Fair
50%
Poor
12%
Very Poor
13%
Q1. How well informedwere you about your role
and responsibilitiesbefore and at the time of
joining?
Inferences:
50% of the employees in GAIL feel satisfied and 12% feel Strongly Satisfied with the point that
they are well communicated through HR for HR policies or process change/updation, 38% of
employees feel thjat the point is Fair enough.
Strongly Satisfied
12% Satisfied
50%
Fair
38%
Dissatisfied
0%
Highly dissatisfied
0%
Q2. Are you well communicated through HR for
HR policies or processchange/updation?
Inferences:
51% employees said that Openness and transparency during Meeting was
Excellent, 25% employees said Fair, 18% employees said Very Good and
6%employees said Poor.
Excellent
51%
Very Good
18%
Fair
25%
Poor
6% Very Poor
0%
Q3. Openness and transparency duringmeeting
Inferences:
51% employees said that Queries and clarification during the Open house session is
Good, 25% employees said Fair, 18% employees said Very Good, 18% employees rated
Very Good and again 6% employees rated it Poor.
Excellent
51%
Very Good
18%
Fair
25%
Poor
6%
Very Poor
0%
Q4. Queries clarification during meeting
Inferences:
About 43% of the GAIL employees wish to see employee engagement activities Monthly, 22% of
them wish to see it Yearly, 13% of them wish to see it Half-Yearly and about 11% of the
employees wish to see the activies Weekly and Quarterly.
Weekly
11%
Monthly
43%
Quarterly
11%
Half yearly
13%
Yearly
22%
Q5. How frequently you wish to see employee
engagement activities?
Inferences:
37% of the GAIL employees feel Strongly Satisfied with the safety/amenities provided at the
workplace, about 37% feel Satisfied, about 13% feel Dissatisfied and 13% of them feel Neither
Satisfied nor Dissatisfied for the same.
Strongly Satisfied
37%
Satisfied
37%
Neither satisfied nor
dissatisfied
13%
Dissatisfied
13%
Highly dissatisfied
0%
Q6. How satisfiedare you with the
safety/amenities provided at your workplace?
Inferences:
62% of the employees in GAIL feel Satisfied with their compensation and benefits, 25% feel
Highly Satisfied and about 13% of the employees neither feel satisfied nor dissatisfied about the
compensation and benefits that GAIL provide them.
Strongly Satisfied
25%
Satisfied
62%
Neither satisfied
nor dissatisfied
13%
Dissatisfied
0%
Highly dissatisfied
0%
Q7. Are you satisfied with your compensation and
benefits?
Inferences:
62% of the GAIL employees feel Satisfied about the response of their superiors, 25% feel
Dissatisfied and about 13% of them feel neither satisfied nor dissatisfied.
Strongly Satisfied
0%
Satisfied
62%
Neither satisfied nor
dissatisfied
13%
Dissatisfied
25% Highly dissatisfied
0%
Q8. How satisfiedare you with the response of
your superior?
Inferences:
32% of the employees of Gail feel free to discuss when new ideas strike in their brain, 22% are
strongly agree with the same, 11% highly disagree, 13% of them just disagree with the point
and about 22% neither agree nor they feel disagree to the point.
Strongly Agree
22%
Agree
32%
Neither agree nor
disagree
22%
Disagree
13%
Highly disagree
11%
Q9. Free to discuss when new ideas strike in
your brain
Inference:
50% of the employees of GAIL wish to be with the company for more than 8 years, 25% for 2 to
5 years,13% for 5 to 8 years and about 12% for less than 2 year.
Less than 2 years
12%
2 to 5 years
25%
5 to 8 years
13%
More than 8 years
50%
Q10. How long would you wish to be in GAIL?
Conclusions & Suggestion
 The working environment is good in the organization. The relationship
between the employees and the subordinates is good.
 The HR policies are well formulated and implemented for employees’
according to their various needs, their safety and security and the kind
of work which they do.
 The corporation is committed in conducting business with strong
environmentcon science for sustainable development hence health and
environment protectionremains high on its corporate agenda. GAIL (I)
Ltd. ensures safe work places and enrichment of quality of life of its
employees.
 GAIL (I) Ltd. not only provides its employees with attractive pay scales
and perks but has also adopted many welfare measures which are
constantly upgraded with time
 Employees are satisfiedwith their salaries.
 Employees EngagementActivities should be given more importance.
 Their should be particulardays regarding some engagementactivities.
 Employees should be given proper chance to show their extra talent in some
curricular activities conducted by GAIL.
 Employees should be set more freely in order to keep their ideas in front of
the Authority.
 Employees Satisfaction scale should be madein order to check it either
weekly or monthly or quarterly.
BIBLIOGRAPHY
1. Gail.nic.in
2. Google.com
3. H.R Handbook of GAIL employees.
4. Book - Aswathappa, K., Human resource management: Text and
cases. Delhi: Tata
McGraw-Hill Publishing Company Limited, 2008.

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199240890 pr-final-report

  • 1. Get Homework/Assignment Done Homeworkping.com Homework Help https://www.homeworkping.com/ Research Paper help https://www.homeworkping.com/ Online Tutoring https://www.homeworkping.com/ click here for freelancing tutoring sites ASSESSMENT OF EMPLOYEE ENGAGEMENT AND SATISFACTION IN GAIL INDIA TTD. A SUMMER TRAINING PROJECT REPORT ON “EMPLOYEE ENGAGEMENT &
  • 2. SSATISFACTION” At GAIL (INDIA) Limited Submitted in partial fulfillment of the requirements of Master in Personnel Management and Industrial Relations (MPMIR) BANARAS HINDU UNIVERSITY Submitted to: - Submitted by:- Mr. NISHANT GAURAV PRIYARANJAN MISHRA Table of Contents 1. Acknowledgement 2. Declaration 3. Executive Summary 4. Introduction 4.1 History of GAIL
  • 3. 4.2 Objectives 4.3 Joint Venture Companies 5. Assessment of “ Employee Engagement and Satisfaction. 6. Questionnaire 7. Inferences in accordance with P ie Chart 8. Conclusions and Suggestions 9. Bibliography
  • 4. ACKNOWLEDGEMENT Experience is the utmost wealth a person can gain. Experience gives us the depth, stability and composure to withstand any wave of uncertainity. The experience I have gained at GAIL India Ltd. gave me a great learning. Completing a task is never a solo effort. There are invaluable contributions by a number of individuals directly or indirectly. It is for the same that I take immense pleasure in expressing my gratitude to the people who helped me in my project. I would also like to thank my mentor for Mr. Nishant Gaurav (Senior Officer, HR- ES, Gail (I) Ltd.) for the constant support and encouragement provided by him to me. His support throughout the project duration has been of great help to me. I would also like to thank Mr. Raghav Chhabra (Senior Officer, HR-ES, Gail (I) Ltd.), who have been supporting me throughout the project. . It has been a memorable experience and help for me and I have gained tremendously in terms of knowledge and experience. PRIYARANJAN MISHRA
  • 5. EXECUTIVE SUMMARY This document is analytical in nature. The objective is to provide the reader an insight into the “Welfare Facilities provided to the employees in GAIL (India) Limited.” The study was conducted to find out the engagement and the satisfaction level among employees regarding important HR policies and procedures and other facilities related to general welfare measures provided by the Corporation to its Officer level employees. The primary objective of the research was to find out the engagement and satisfaction level of officers with regards to the facilities provided to the them.
  • 7. INTRODUCTION GAIL (India) Limited was incorporated in August 1984 as a Central Public Sector Undertaking (PSU) under the Ministry of Petroleum & Natural Gas (MoP&NG). The company was previously known as Gas Authority of India Limited. It is India's principal Gas transmission and marketing company. The company was initially given the responsibility of construction, operation & maintenance of the Hazira – Vijaypur – Jagdishpur (HVJ) pipeline Project. It was one of the largest cross-country natural gas pipeline projects in the world. Originally this 1800- kilometre-long pipeline was built at a cost of Rs17 billion and it laid the foundation for development of market for natural gas in India. GAIL commissioned the 2,800 kilometers (1,700 mi) Hazira-Vijaipur-Jagdishpur (HVJ) pipeline in 1991. Between 1991 and 1993, three liquefied petroleum gas (LPG) plants were constructed and some regional pipelines acquired, enabling GAIL to begin its gas transportation in various parts of India. GAIL began its city gas distribution in New Delhi in 1997 by setting up nine compressed natural gas (CNG) stations. In order to secure Gas for its mainstream business Exploration and Production department was created. Today GAIL is a partner in the Dawoo-OVL led consortium in two offshore block in Myanmar which has made a gas discovery. Bulk of its blocks are located in India in the prolific basins of Cambay, Assam-Arakan, Mahanadi, Krishna Godavary Deep water and onland, Cauvery onland and deep water and western offshore. It is actively scouting for foreign blocks both exploratory or discovery. GAIL today has reached new milestones with its strategic diversification into Petrochemicals, Telecom and Liquid Hydrocarbons besides gas infrastructure. The company has also extended its presence in Power, Liquefied Natural Gas re-gasification, City Gas Distribution and Exploration & Production through participation in equity and joint ventures. Incorporating the new-found energy into its corporate identity, Gas Authority of India was renamed GAIL (India) Limited on 22 November 2002. GAIL (India) Limited has shown organic growth in gas transmission through the years by building large network of trunk pipelines covering length of around 11,000 kilometres (6,800 mi). Leveraging on the core competencies, GAIL played a key role as gas market developer in India for decades catering to major industrial sectors like power, fertilizers, and city gas distribution. Currently GAIL transmits more than 160 mmscmd of gas through its dedicated pipelines and have more than 70% market share in both gas transmission and marketing.
  • 8. Type State-owned enterprise public company Traded as BSE: 532155, NSE: GAIL, LSE: GAID BSE SENSEX Constituent Industry Energy, Petrochemicals Founded 1984 Headquarters New Delhi, India Key people Sh B. C. Tripathi (Chairman & MD as of 2013)[1] Products Natural Gas, Petrochemical, Liquid Hydrocarbons, Liquefied Petroleum Gas Transmission, City Gas Distribution, E&P, Telecommunication, Electricity Generation. Revenue 47,333 crore (US$6.9 billion) (2011–12) Net income 12,409 crore (US$630 million) (2011–12) Employees 3,994 (2013) Parent MoP&NG Subsidiaries GAIL Gas, BCPL and GAIL Global (Singapore) Pte Ltd. Website www.gailonline.com
  • 10. HISTORY OF GAIL YEAR MILESTONES 1. 1984- GAIL (India) Ltd was formed. 2. 1987- HVJ (Hazira – Vijaipur- Jagdishpur) Natural Gas pipeline commissioned. 3. 1989- First year of profit registered. 4. 1990- LPG Plant Phase –I at Vijaipur commissioned. 5. 1992- Gas Marketing functions transferred to GAIL. 6. 1993- Maidan dividend of Rs.20 Crores paid to its shareholders. 7. 1994- First JV Mahanagar Gas Limited formed with British Gas incorporated to implement Mumbai City Gas Distribution Project. . 8. 1995- Propane recovery plants as Vijaipur commissioned. 9. 1996- Gail listed in NSE, BSE and DSE. 10. 1997- Government of India granted Navratna status to GAIL. 11. 1998- Indraprastha Gas Limited (IGL) incorporated for supply of gas to household sector, transport sector & commercial consumers in Delhi. 12. 1999- LPG plants at Usar and Lakwa commissioned. 13. 1999- Uttar Pradesh Petrochemical Complex (UPPC) at Pata commissioned with a design capacity of 3 lacs TPA of HDPE & LLDPE. 14. 2000- LPG plant at Pata with a design capacity of 2.58 lacs TPA of LPG commissioned. 15. 2000- Participated in under NELP- I and 2 blocks awarded. 16. 2001- Jamnagar-Loni LPG pipeline Project, world’s longest and India’s first cross country LPG 1269 km long pipeline commissioned. 17. 2001- LPG plant at Gandhar commissioned.
  • 11. 18. 2002- GAIL picks up 12% equity stake in GSEGs 156MW power project in Gujarat. 19. 2003- GAIL has an initial success in the form of significant gas find in the block A-1 in Myanmar and discovery of Oil & Gas in the Cambay block. 20. 2003- Bhagyanagar Gas Limited, a joint venture of GAIL and HPCL, incorporated in August 2003 in the field of distribution and marketing of Auto LPG, CNG for vehicles and retailing of natural gas in cities of Andhra Pradesh. 21. 2003- Vizag- secunderabad LPG pipeline, the 580 km pipeline with a maximum throughput of 1.16 MMPTPA completed. 22. 2003- GAIL successfully secures participation in 2 retail gas companies in Egypt, Fayum Gas Company and Shell CNG. 23. 2004- Dahej – Vijaipur natural gas pipeline commissioned. 24. 2004- A wholly opened subsidiary company GAIL Global (Singapore) Pte Ltd formed in Singapore. 25. 2004- Platts declares GAIL as the first among Global Gas utilities based on Return on Investment Capital (ROIC) in its worldwide survey of Top 250 Energy Companies. 26. 2004- Tripura Natural Gas Co. Ltd., a joint venture for city gas project in Tripura and UP Central Gas Ltd., a joint venture for city gas project with BPCL, in Kanpur incorporated. 27. 2004- GAIL acquired 15% equity stake in NatGas, Egypt. 28. 2005- Inauguration of the Natural Gas Management Centre (NGMC) of GAIL at NOIDA. 29. 2006- GAIL brings India’s first spot LNG cargo at Dahej.
  • 12. 30. 2006- GAIL consortium wins 3 CBM blocks in III round of bidding. 31. 2007- MoP&NG authorization for 5 new major pipelines received. 32. 2007- Brahmaputra Cracker & Polymer Limited, a joint venture company led by GAIL, formed for implementing Assam Gas Cracker Project. 33. 2007- GAIL forms a Joint Venture Company (JVC) with China Gas Global Energy Holdings Limited. 34. 2007- Expansion of Petrochemical Plant at Pata for increasing capacity from 310,000 TPA LLDPE/HDPE to 410,000 TPA completed. 35. 2008- Dahej - Panvel- Dabhol pipeline commissioned. 36. 2008- GAIL Gas Limited incorporated for CGD. 37. 2008- GAIL Gas limited wins the rights for rolling out city gas distribution projects in Meerut, Sonepat, Dewas and Kota. 38. 2009- GAIL gets SCOPE Meritorious Award for Corporate Governance for the year 2007-08. 39. 2010- Representative Office in Egypt opened. 40. 2010- GAIL ranked No.1 Company among gas utilities in Asia in the Platts Global Ranking. 41. 2010- GAIL conferred “MoU Excellence Award” for the year 2008-09 by Prime Minister of India. 42. 2010- Petroleum Federation of India (PETROFED) Awards 2010 for Oil & gas Marketing – Company of the year. 43. 2011- AIMA Managing India Awards 2011 for Outstanding PSU of the year. 44. 2011- GAIL’s growth strategy for the period 2011-20 approved by the Board. 45. 2011- GAIL started its journey towards “Sustainability Reporting”. 46. 2011- GAIL acquired a 20% stake in Houston-based Carrizo Oil and Gas’s Eagle Ford shale acreage, first instance of a PSU acquiring shale assets in USA.
  • 13. 47. 2011- A wholly-owned subsidiary company GAIL Global (USA) Inc. formed in Houston, USA and an office was opened. 48. 2011- Office of GAIL Global (Singapore) Pte Ltd opened in Singapore. 49. 2011- GAIL won rights to lay a 1550-km, $1bn natural gas pipeline from Surat in Gujarat to Paradip in Orissa, connecting west to east coast. 50. 2012- GAIL conferred MoU Excellence Award for the year 2009-10 for Best Performing CPSE in the Petroleum Sector consecutively for second year. 51. 2012- GAIL has been ranked World’s No. 1 in Downstream Operations in Platts Global Energy Awards. 52. 2012- GAIL signed a 20-year agreement with Sabine Pass Liquefaction LLC, a unit of Cheniere Energy Partners, for supply of 3.5 MMPTA/year of LNG. 53. 2012- GAIL published its first sustainability report. 54. 2012- GAIL become only company from Oil and Gas sector to be included in BSE Greenex, India's first energy efficient index. 55. 2012- GAIL’s 2200 km Dahej-Vijaipur-Dadri-Bawana-Nangal-Bhatinda cross-country pipeline inaugurated by Prime Minister. 56. 2012- GSPA signed between GAIL and TurkrnenGaz for Turkmenistan-Afghanistan- Pakistan-India (TAPI) Gas Pipeline Project. 57. 2013- Government granted Maharatna status to GAIL.
  • 14. VISION Be the Leading Company in Natural Gas and Beyond, with Global Focus, Committed to Customer Care, Value Creation for all Stakeholders and Environmental Responsibility. MISSION To accelerate and optimize the effective and economic use of Natural Gas and its fractions to the benefit of national economy. BUSINESS STRATEGY The company aims to further expand its core business of Natural Gas Transmission & Marketing, to capture larger share of the growing market. The company wishes to move upstream to secure gas supplies for the core transmission business. Additionally, investments in petrochemicals and city gas distribution are being planned to enhance margins and increase sources of revenue. Further, the company is exploring and investing in international opportunities with a strategic rationale of gaining international presence. GAIL capitalises on its operating strengths by: • Demand-driven Capacity Expansion • Diversification into Value Added Products • Development of Alternative Sources of Natural Gas
  • 16. Gail Success Story Formation of GAIL GAIL (India) Ltd was incorporated in August 1984 as a Central Public Sector Undertaking (PSU) under the Ministry of Petroleum & Natural Gas (MoP&NG). The company was initially given the responsibility of construction, operation & maintenance of the Hazira – Vijaypur – Jagdishpur (HVJ) pipeline Project. It was one of the largest cross-country natural gas pipeline projects in the world. Originally this 1800 Km long pipeline was built at a cost of Rs 1700 Crores and it laid the foundation for development of market for natural Gas in India. Current Businesses – Domestic GAIL, after having started as a natural gas transmission company during the late eighties, has grown organically by building large network of Natural Gas Pipelines covering over 9500 Km with a capacity of around 172 MMSCMD; two LPG Pipelines covering 2040 Km with a capacity of 3.3 MMTPA of LPG; seven gas processing plants for production of LPG and other Liquid Hydrocarbons, with a production capacity of 1.4 MMTPA; and a gas based integrated Petrochemical plant of 410,000 TPA polymer capacity which is further being expanded to a capacity of 900,000 TPA. The Company also has 70% equity share in Brahmaputra Cracker and Polymer Limited (BCPL) which is setting up a 280,000 TPA polymer plant in Assam. Further, GAIL is a co-promoter with 17% equity stake in ONGC Petro-additions Limited (OPaL) which is implementing a green field petrochemical complex of 1.1 MMTPA Ethylene capacity at Dahej in the State of Gujarat. GAIL has 31.52% stake along with NTPC as equal partner in JV company, RGPPL at Dabhol which operates largest gas based power generation facility in the country and is also setting up 5 MMTPA LNG terminal . Keeping in mind the requirement of growth and consolidation as well as opportunities arising out of New Exploration Licensing Policy (NELP) of Government of India, the company has moved into upstream of gas value chain i.e. Exploration & Production and currently has stakes in 31 E&P blocks including 2 blocks overseas (in Myanmar). GAIL is a pioneer in City Gas Distribution (CGD) business in India, with Indraprastha Gas Limited (IGL) in Delhi and Mahanagar Gas Limited (MGL) in Mumbai being its biggest success stories. Besides IGL and MGL, GAIL has set up several JVs for CGD to supply gas to households, transport sector & commercial consumers in various cities including Hyderabad, Agartala, Kanpur, Indore, Vadodara, Lucknow, Agra and Pune. In 2008, GAIL incorporated a wholly owned subsidiary, GAIL Gas Ltd (GGL) to exclusively focus on city gas distribution business. GGL has been authorized for
  • 17. implementation of CGD projects in four cities namely Kota, Dewas, Sonepat & Meerut in the 1st round of bidding by Petroleum & Natural Gas Regulatory Board (PNGRB). Leveraging on its pipeline network, GAIL has built a strong Optic Fibre Cable (OFC) network of approximately 13,000 km for its own internal use and leasing of bandwidth as a carriers' carrier. As a part of its initiative towards reducing carbon footprint and creating a path of sustainable growth, GAIL is building a portfolio of renewable businesses. The company has successfully commissioned wind energy power projects of 118 MW across states of Gujarat, Tamil Nadu and Karnataka. Global Presence As a strategy of going global and further expanding global footprint, GAIL has formed a wholly- owned subsidiary company, GAIL Global (Singapore) Pte Ltd. in Singapore for pursuing overseas business opportunities including LNG & petrochemical trading. GAIL has also established a wholly owned subsidiary, GAIL Global (USA) Inc. in Texas, USA. The US subsidiary has acquired 20% working interest in an unincorporated joint venture with Carrizo Oil & Gas Inc in the Eagle Ford shale acreage in the state of Texas. In addition to having two wholly owned subsidiaries in Singapore & USA, GAIL has a representative office in Cairo, Egypt to pursue business opportunities in Africa and Middle East. GAIL is also an equity partner in two retail gas companies in Egypt, namely Fayum Gas Company (FGC) and National Gas Company (Natgas). Besides, GAIL is an equity partner in a retail gas company involved in city gas and CNG business in China – China Gas Holdings Limited (China Gas). Further, GAIL and China Gas have formed an equally owned joint venture company – GAIL China Gas Global Energy Holdings Limited for pursuing gas sector opportunities primarily in China. GAIL is a part of consortium in two offshore E&P blocks in Myanmar and also holds participating interest in the joint venture company – South East Asia Gas Pipeline Company Limited incorporated for transportation of gas to be produced from two blocks in Myanmar to China. Consistent track record GAIL has been a leading public enterprise with a consistently excellent financial track record. The Turnover and PAT have shown remarkable accomplishment with CAGR of 16% and 12% respectively in the last decade. GAIL has recently developed corporate growth strategy for the period 2011-20 and the same has been approved by the Board of Directors. GAIL aspires to become an integrated hydrocarbon major with significant upstream and downstream interests by 2020
  • 18. Mission, Vision and Values Mission To accelerate and optimize the effective and economic use of Natural Gas and its fractions for the benefit of the national economy. Vision Be the leading company in Natural Gas and Beyond, with Global Focus, Committed to Customer Care, Value Creation for all Stakeholders and Environmental Responsibility. GAIL has formed Subsidiaries and Joint Venture companies for City Gas Distribution and Petrochemicals. GAIL is one of the pioneers to introduce City Gas Projects in India for gas supplies to households, commercial users and for the transport sector by forming Subsidiaries/ Joint Venture Companies . Joint Ventures Aavantika Gas Limited (AGL) AGL is in operation in Indore and Ujjain and is supplying CNG to the transport sector in these cities. AGL is supplying CNG to almost 9,000 vehicles in both the cities. AGL has plans to set up 5 and 2 CNG stations in Gwalior and Ujjain respectively and domestic supplies to households. 6 daughter stations are mechanically ready for CNG dispensing, awaiting for CCOE final approval. MoPNG has authorised AGL for CGD in Indore, Gwalior and Ujjain. GAIL has 22.5% stake in the Company along with HPCL as equal partner. Bhagyanagar GasLimited (BGL) BGL is currently operating 6 CNG stations in Vijaywada and 4 CNG stations in Hyderabad and one CNG station in Rajahmundery. BGL is supplying CNG in these 3 cities to almost 6,000 vehicles. BGL is also operating two Auto LPG stations in Hyderabad and one Auto LPG station in Tirupati. BGL has received authorization from MoPNG for City Gas Distribution (CGD) in Hyderabad & Vijaywada. GAIL has 22.5% stake in the Company along with HPCL as equal partner.
  • 19. Central U.P. Gas Limited (CUGL) CUGL is currently operating 7 CNG stations in Kanpur and 2 CNG stations in Bareily. CUGL is supplying CNG to almost 12,000 vehicles in the two cities. CUGL commenced its domestic supply of PNG with connections to 35 households in Kanpur. CUGL has received authorization from MoPNG for CGD in Kanpur & Bareilly. GAIL has 22.5% stake in the Company along with BPCL as equal partner. Green Gas Limited (GGL) GGL is currently operating 6 CNG stations in Lucknow and 3 CNG stations in Agra. GGL is supplying CNG in the two cities. GGL has tied up for commencement of domestic supply of PNG with connections to households, commercial and industrial establishments. MoPNG has authorized GGL for CGD in Lucknow & Agra. GAIL has 22.5% stake in the Company along with IOCL as equal partner. Indraprastha Gas Limited (IGL) IGL is the largest CGD entity in terms of CNG sales and the number of vehicles supplied by CNG in India. IGL has received authorization from MoPNG for CGD in Delhi & its suburbs viz. NOIDA (Gautam Budh Nagar), Greater NOIDA, Gurgaon, Faridabad and Ghaziabad. IGL is supplying piped gas to around 2 lacs domestic, 340 commercial, 20 small industrial consumers and CNG to over 3 lac vehicles through around 200 CNG stations in NCR. GAIL has 22.5% stake in the Company along with BPCL as equal partner. Mahanagar Gas Limited (MGL) MGL is a Joint Venture of GAIL and British Gas. MGL has set up 140 CNG stations catering to over 2 lac vehicles spread over Mumbai, Thane, Mira- Bhayandar and Navi-Mumbai areas besides supplying PNG to over 4.5 lac domestic customers, more than 1,000 small industrial & commercial consumers. It has received authorization from MoPNG for CGD in Mumbai, District Thane including Navi Mumbai & Mira Bhayander. GAIL has 49.75% stake in the Company along with British Gas as equal partner. Maharashtra Natural Gas Limited (MNGL) MNGL is a Joint Venture of GAIL and Bharat Petroleum Corporation Limited (BPCL) for implementation of City Gas Projects in and around Pune city. MNGL has received authorization from MoPNG for CGD in Pune including Pimpri, Chinchwad, Talegaon, Hinjewadi & Chakan areas. It has started 10 stations supplying CNG to nearly 5,000 vehicles. GAIL has 22.5% stake in
  • 20. the Company along with BPCL as equal partner. ONGC Petro-additions Limited (OPaL) GAIL is in the process of acquiring equity stake in ONGC Petro- additions Limited (OPaL), which is a Joint Venture of GAIL with Oil and Natural Gas Corporation Ltd. and Gujarat State Petroleum Corporation Ltd., for setting up Petrochemical Project at Dahej in Gujarat. OPaL is setting up a green field petrochemical complex of 1.1 MMTPA ethylene capacity (dual feed cracker) in Dahej, Gujarat. Petronet LNG Limited (PLL) PLL has been formed for setting up of LNG import and regasification facilities. PLL has a long term LNG supply contract with RasGas, Qatar, for import of 7.5 MMTPA of LNG. PLL Dahej terminal in Gujarat has been expanded to 10 MMTPA capacity. PLL has successfully implemented a pilot project for supplying LNG through cryogenic road tankers. PLL is also coming up with a LNG terminal at Kochi, Kerala, with an initial capacity of 2.5 MMTPA, expandable up to 5 MMTPA and it is scheduled to be operational by end of 2011. GAIL has 12.5% equity stake in PLL, along with BPCL, ONGC and IOCL as equal partners. Ratnagiri Gas and Power Private Limited (RGPPL) RGPPL is a joint venture company between GAIL, NTPC, Financial Institutions and MSEB. The capacity of the Ratnagiri Gas & Power Station is 2,150 MW, which is the largest gas based power generation facility in the country and is currently producing 1,850 MW of power. RGPPL is in the process of commissioning an LNG import terminal of 5 MMTPA capacity. GAIL has 32.88% stake in the Company along with NTPC as equal partner Tripura Natural Gas Company Limited (TNGCL) TNGCL is presently supplying gas to around 7,500 domestic, 170 commercial and industrial consumers and has set up one CNG station in Agartala, which is catering to more than 1,400 vehicles. TNGCL has received authorization from MoPNG for CGD in Agartala. GAIL has 29% stake in the Company. GAIL China Gas Global Energy Holdings Limited The joint venture company has been formed with an objective to pursue gas sector opportunities, mainly in China. GAIL has 50% equity interest in the company along with China Gas as equal partner. The joint venture company is in the process of identifying projects in gas and other related areas in China.
  • 21. Subsidiaries GAIL has formed Subsidiaries and Joint Venture companies for City Gas Distribution and Petrochemicals. GAIL is one of the pioneers to introduce City Gas Projects in India for gas supplies to households, commercial users and for the transport sector by forming Subsidiaries/ Joint Venture Companies. Brahmaputra Cracker and Polymer Limited (BCPL) GAIL has 70% equity share in BCPL, a subsidiary, with Oil India Limited (OIL), Numaligarh Refinery Limited (NRL), Govt. of Assam, each having 10% equity share. Feedstock Supply Agreements have been signed between BCPL and all the three suppliers, viz., Oil and Natural Gas Corporation Limited, Oil India Limited and Numaligarh Refinery Limited. Technology license agreements have been signed for cracker, polyethylene and polypropylene units. Gail gas limited GAIL Gas is a wholly owned subsidiary of GAIL. GAIL Gas has been selected for implementation of City Gas Distribution (CGD) projects in four cities, namely, Kota, Dewas, Sonepat & Meerut in the 1st round of bidding by Petroleum & Natural Gas Regulatory Board (PNGRB). GAIL Gas has already started supply of CNG & PNG (Industrial Customers) in the city of Dewas from December, 2009. Steel Pipeline laying work is in progress in the cities of Meerut, Sonepat & Kota. The gas supplies will commence shortly in these cities. The total approved investment in all these cities is approx. Rs. 435 crores in phase-I. . GAIL Global (Singapore) Pte Limited GAIL has a wholly owned subsidiary, namely, GAIL Global (Singapore) Pte Ltd., to manage investments abroad. GAIL is looking for further business opportunities through this subsidiary company.
  • 22. GAIL GLOBAL (USA) INC., (GGUI) GAIL Global (USA) Inc., (GGUI) a wholly owned subsidiary of GAIL (India) Limited,was incorporated on September 26, 2011 in USA having its registered office in the State of Texas. The primary objective for formation of GGUI was to enter into the US shale gas market and to import the Shale Gas technology to India. The Company executed definitive agreements on September 28, 2011 with Carrizo Oil And Gas Inc., a NASDAQ listed company based in Houston, Texas,to enter into an unincorporated joint venture, under which the Company has acquire a 20% interest in Carrizo’s Eagle Ford Shale acreage position.
  • 23. ASSESSMENT OF EMPLOYEE engagement and SATISFACTION A STUDYCONDUCTEDIN Gailindia ltd. Eemployee Eengagement Aactivities INTRODUCTION: Study Background Employee Engagement Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. Thus, Employee Engagement can be defined as... "Employee Engagement is a measureable degree of an employee's
  • 24. positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn & perform at work". Employee engagement is a positive attitude held by the employee towards the organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus engagement is distinctively different from satisfaction, motivation, culture, climate and opinion. Employee Engagement is an antecedent of job involvement.Employee Engagement is the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization. Engagement can be seen as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole. Three basic aspects of employee engagement according to the global studies are:-  The employees and their own unique psychological makeup and experience. Employee Engagement Activities  The employers and their ability to create the conditions that promote employee Engagement  Interaction between all employees at all levels Thus it is largely the organization’s responsibility to create an environment and culture conducive to this partnership, and a win-win equation. Difference between employee engagement and employee satisfaction
  • 25. Employee engagement is what we get when an employee is motivated by the job; is successful in the job; is well managed by the supervisor and paid fairly by management. Employee satisfaction is what we get when we give employees things they want. So that an employee may be fully satisfied but is unsuccessful. FEATURES OF EMPLOYEE ENGAGEMENT:  Understanding of business context and the ‘bigger picture’  Respectful of, and helpful to, colleagues  Willingness to ‘go the extra mile’  Belief in the organization  Desire to work to make things better  Keeping up to date with developments in the field. ASPECTSOF EMPLOYEEENGAGEMENT: The basic aspects of employee engagement according to the global studies are:-  The employers and their ability to create the conditions that promote employee engagement.  Interaction between employees at all levels  Thus it is largely the organization’s responsibility to create an environment and culture conducive to this partnership, and a win-win equation.  Employee engagement is an antecedent of job involvement and what organization does to make the employees engaged. ASSUMPTIONS ABOUT EMPLOYEE ENGAGEMENT An approach to building higher levels of engagement is based on a number of fundamental beliefs which could be explained as following-
  • 26.  Engagement is the primary enabler of successful execution ofany business strategy. An engaged workforce is true competitive advantage. It is almost impossible to copy and, without it, execution of most corporate initiatives becomes difficult, if not impossible.  Engagement is nota short-term initiative. Because engagement is simple in concept but difficult in execution, it is never achieved or finished—only improved. It might take years of steady progress to build high levels of employee engagement, and without the proper care and feeding, these gains can wither and fall away surprisingly quickly.  Engagement must be driven from the top. Engagement is a business imperative, not an HR initiative, though HR should be a key player in driving higher levels of engagement. Support from the top also means senior leaders must be highly engaged themselves. It has been seen that only one in four senior leaders—and only one in six frontline leaders—is highly engaged. It’s hard to imagine highly engaged employees without highly engaged leaders.  One of the best ways to have highly engagedemployees is to hire them. Certain people have a set of characteristics or attributes that increase their propensity for engagement .Companies should pay close attention to these characteristics in their hiring process  Engagement is all about fit. People are more likely to be engaged if their jobs and the culture of the organization match both their abilities and skills, and their motivation and values. Most organizations hire or promote only for the ability and skill match, ignoring the motivation and value match.  No one impacts the state of engagement more than an employee’s immediate leader. It is believed that most people do not leave their jobs; they leave their bosses. A highly engaged team and a strong likelihood shows you a leader who is coaching for success, setting clear goals, empowering others, providing open and honest feedback, and making the winners feel valued.
  • 27.  Measuring engagement anddemonstratingits business impact is crucial,but it’s only a small part of winning the battle. Many organizations invest a lot into measuring and remeasuring engagement, leaving little energy or budget for actually improving engagement levels. Engagement measures must be simple and cost effective. Resources and energy must be spent in the right direction.  Engagement means reachingthe heart. Highly engaged employees give that extra effort because inside they care. And, they care because they feel someone is caring for them. Managers should know the individuals on their teams as people, not just employees. He must know about their aspirations, interests, and families. The recognition of the “whole person” sends a powerful message to employees that the organization understands and appreciates that they have a life outside work. naturally curious about their company and their place in it. They perform at consistently high level... CLASSIFICATIONS OF EMPLOYEE ENGAGEMENT Engaged Employees "Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them with their talent and strength. They work with passion, being more innovative and strive hard to move their organisation forward. Not Engaged Employees Not-engaged employees focus more on tasks rather than the goals and outcomes they are expected to accomplish. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped and often lack productive relationships with their managers or with their co-workers.
  • 28. ActivelyDisengaged The "actively disengaged" employees are the "CAVE dwellers". They are "Consistently against virtually everything." They're not just unhappy at work; they're busy acting out their unhappiness, by consistently undermining what their engaged co-workers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's function FACTORS AFFECTING EMPLOYEE ENGAGEMENT Leadership- Clarity of Company Values Employees need to feel that the core values for which their companies stand are Unambiguous and clear. Leadership – Respectful Treatment of Employees Successful organizations show respect for each employee’s qualities and contribution regardless of their job level. Leadership – Company’s Standards of Ethical Behaviour A company’s ethical standards also lead to engagement of an individual Empowerment Employees want to be involved in decisions that affect their work. The leaders of high
  • 29. engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward. Image How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement. Other factors Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses (superiors)provide equal opportunities for growth and advancement to all the employees. Performance appraisal Fair evaluation of an employee’s performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement Pay and Benefits The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations. Health and Safety Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. Job Satisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job.
  • 30. Communication The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. Family Friendliness A person’s family life influences his wok life. When an employee realizes that the organization is considering his family’s benefits also, he will have an emotional attachment with the organization which leads to engagement Co-operation If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged. There are several contributors to high levels of engagement:  senior management initiatives to directly listen to employee views  strong opportunities for promotion within the organization based on merit  an entrepreneurial culture based around employee contributions to performance and improvement.  fair and consistent HR practices  focus on traditional management practices such as clarity of objectives, clear performance measurement and trust  showing employees that they are valued through well-designed and consistent involvement initiatives  having clear targets that employees can work towards
  • 31. NEED OF EMPLOYEE ENGAGEMENT IN A COMPANY An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results in a growing company employee engagement plays significant role as following  Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success.  They will normally perform better and are more motivated.  There is a significant link between employee engagement and profitability.  They form an emotional connection with the company. This impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels  It builds passion, commitment and alignment with the organization’s strategies and goals  Increases employees’ trust in the organization  Creates a sense of loyalty in a competitive environment  Provides a high-energy working environment  Boosts business growth  Makes the employees effective brand ambassadors for the company  Need to retain new employee whose talent & skill specialist more than past emloyees  Truly committed workforce required.  A highly engaged employee will consistently deliver beyond expectations  Thus employee engagement is critical to any organization that seeks to retain valued employees. It has been proved that there is an intrinsic link between employee engagement, customer loyalty, and profitability. As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an organizational ‘identity’.It is directly related with the organisational performance.
  • 32. EFFECTIVENESS OF EMPLOYEE ENGAGEMENT ON COMPANY’S GROWTH A successful employee engagement strategy helps create a community at the workplace and not just a workforce. When employees are effectively and positively engaged with their organisation, they form an emotional connection with the company. This affects their attitude towards both their colleagues and the company’s clients and improves customer satisfaction and service levels. Engagement drivers are the levers that organizations can use to build a more engaging work environment. Engagement does not just materialize. Organizations must hire employees who fit the job requirements, develop leaders with the right skills, and provide support through strong systems and strategies. Organizations drive engagement by proactively leveraging three sources of influence for change:  Employees  Leaders  Organizational systems and strategies. Together, these three drivers lead to the formation of an engaging work environment. Once created, the engaging work environment has a positive impact on employee behaviours and attitudes. In particular, an engaging environment builds loyalty in employees by meeting their personal and practical needs, thus encouraging them to stay with the organization. In addition, an engaging work environment taps into employees’ motivation to try harder and put forth the extra effort that differentiates organizations from their competitors. Finally, when organizations have engaged employees, the long-term benefits appear in the bottom line. Organizations have more satisfied and loyal customers, increased profits, better-quality products or services, and greater growth potential. The true motivators at work include achievement, recognition, work itself, responsibility, advancement, and personal growth. The same things that drive
  • 33. motivation and enhanced effort also increase. Employee loyalty to the organization. Many studies have shown that employees base their decisions to stay or leave on factors related to employee engagement. It is not uncommon for employees to leave high-paying or high- status jobs because they don’t feel fulfilled. WORK ENVIRONMENT >Aligned Effort and Strategy > Empowerment > Teamwork/Collaboration > Growth and Development > Support and Recognition ENGAGED EMPLOYEES > Greater Loyalty > Enhanced Effort
  • 34. sEMPLOYEE ENGAGEMENT APPROACHES Most organisations have a range of practices to improve the engagement level of their employees. One of the pitfalls of any employee engagement programme is a failure – whether real or perceived – to follow through on the initial that the company is felt by their employees If an organisation is to succeed employee engagement must be actively introduced. Employee engagement begins from day 1 Organizations seeking ways to build a motivated, satisfied and engaged workforce should start by putting in place structured and well-planned orientation programmes for their new employees. It needs set ups for preparing employees for their new roles and communicating how they can help to meet the organisation goals. It focuses mainly on improving communication for managers and employees as well. Employee engagement approaches for new employees  Best practice recommends starting right at the selection or recruitment stage with the ORGANIZATIONAL SUCCESS > Satisfied/Loyal Customers > Increased Retention > Higher Profits and Profitability > Revenue Growth
  • 35. right person and giving them a realistic job preview  A strong induction and orientation programme  Rigorous training and development, from technical to soft skills to leadership development programmes.  Regular technical/soft-skill updates.  Certification programmes to drive people towards excellent performance Employee engagement approaches for all employees Beyond initial recruitment and induction, employee engagement activities can be broken into a number of groups. These include: a. Communications activities b. Reward schemes c. Activities to build the culture of the organisational d. Team building activities e. Leadership development activities Communications activities These help employees find out what is going on within the company outside of their immediate team. They also help to create an environment of trust and openness within the organisation where they are able to talk openly. Employees who feel they are listened to are able to express dissatisfaction and work together to resolve their causes, without it affecting their performance. Good examples of communications approaches include:  Communication forums to provide regular feedback to all people, including team meetings, conferences and “away day”  In-house magazines  On-line communications, including discussion boards and blogs by company personnel including senior management  Monthly updates on corporate goals and directions  Regular employee opinion and satisfaction surveys  Active soliciting of employee feedback, including opinions.
  • 36. Reward schemes Reward schemes are an important part of a company's overall employee engagement Programme. Studies have long shown that, while money in itself is not a motivating factor, the absence of financial reward can be a significant demotivator. Thus the role of reward schemes in boosting employee engagement is:  to remove barriers to satisfaction in the organisation;  to provide a framework for rewarding everyone in the organisation for their performance;  to give those who are motivated by financial gain an opportunity to achieve this. Typical approaches include:  Compensation and benefit programmes  Stock ownership and profit sharing  Recognition programmes  Idea collection schemes linked to rewards for idea generation  Long service and good performance awards Activities to develop the culture of the organisation Giving employees a feeling of belonging is crucial in creating a thriving organisation that people feel committed to and others want to join. Common approaches include:  Clear and humane HR policies  Pro-social corporate objectives and Corporate Social Responsibility  Equal opportunities policies and practices  Initiatives to maintain the quality of work life and a balance between personal/professional lives  Developing a safe, clean and inspiring work environment  Demonstrating a commitment to employees’ well being
  • 37. Team building activities Culture-building activities are great for generating a feeling of belonging, but all organisations are building out of smaller teams who can get on and work together. Popular approaches include:  Small team recreational activities, such as bowling, skating, trips to the cinema  Social activities, such as family gatherings and barbeques  Community outreach activities such as volunteering and fund-raising. Leadership development activities A great organisation needs not just a great leader, but people with leadership skills. This stimulates good performance, boosts creativity and eases succession planning. Good practices include:  Effective Leadership  Effective Performance Management  Fair evaluation of performance  Empowerment through effective delegation  Coaching and mentoring activities to give honest feedback by supervisors and peers  An open and transparent culture to empower people and develop entrepreneurs There are certain strategies for creating successful culture for employee engagement which could be elaborated as following- High involvement hiring – choosing employees that not only have the right skills but also are a long term fit with the company’s culture Providing comprehensive benefits and a flexible work environment, including paid time off to participate in community service Extensive training and promotion from within – investing in employees to build their
  • 38. skills and enabling them to take on increased responsibility Fostering a culture of mutual respect and trust, empowerment and shared responsibility, yielding long term loyalty and often valued over rewards Celebrating successes – engaged teams work hard and spend time celebrating together when milestones are achieved Ensuring the core values are frequently heard and understood by all, and instigating a comprehensive communications programme of company-wide updates, successes, and employee recognition Sharing key success metrics critical to the company’s financial success with employees and articulating those that employees affect daily Employee participation – making sure all employees has a say over how work is done and have some degree of autonomy Performance-based rewards and compensation – clearly tying rewards such as bonuses to individual and company performance Sharing ownership, for example via stock options, restricted stock, employee share option plans, or co-ops. KEY CHALLANGES It’s much more difficult to make engagement a way of life in your organization. It is much easier to join in with the newest fad than it is to firm performance, and isn’t that the real goal of employee engagement? Thus, taking the time to engage yourself and your managers in the engagement process may be worth the effort for truly strategic HR executives. You will find that this is not the easiest path, but it may be the one that leads you away from fads to something very real. In time, the company may begin to experience high staff
  • 39. turnover, mistakes will be made, and customers that once were happy will begin to complain. The very culture that made the company successful in the first place could become its downfall. Most disengaged workers didn’t start out that way either. They feel disconnected from the organization and its culture, underutilized or overworked, not part of the ‘in’ crowd, and clearly is not getting what they want or need from their work. They may well become skeptical about the organization, and their negativity could quite easily become contagious. There are several reasons for employees becoming disengaged:  reactive decision-making  inconsistent management styles based on the attitudes of individual managers  low levels of advocacy carrying the risk of creating employee resentment  rigid communication channels or cultural norms  poor senior management visibility and quality of downward communication  incoherent communication channels  recruitment and retention practices that do not meet the needs of teams  Inappropriate leadership styles, especially during organizational change or periods of low performance. Various employee engagement activities Family employeeengagement activities These are perhaps the most promising employee engagement activities like a day off for their birthday or even anniversary for that matter. It will hardly cause the downfall of business. On the other hand, it will make the employees feel sense of belongingness and would dedicate themselves to make the business flourish. Introduceemployee engagement activities at work
  • 40. Provide meditation and play courts for the people to combat stress. It will undoubtedly cost but then you can expect a lot more than that in return. Employee engagement activities are absolutely essential for employees to truly engage in what they do. Awards for highachievers An introduction to spotlight awards for the employees who outdo themselves for the sake of the business organization. This is truly beneficial in the sense that it is not only reward and acknowledgement for the hard work of some of your staff members; you also encourage others to do as much. These employee engagement activities must be healthy. Perhaps the one thing employees absolutely hate is unfair treatments. Festivals A diverse employee cultural can be best promoted by organizing parties to celebrate the different festivals you know of showing no discrimination whatsoever. Other regular employee engagement activities /programs are  Picnic at regular intervals  A daily column, written by CEO, on the intranet with company announcements / programs etc.  Update via an overhead paging system, which is used to recognize employees for significant business achievements.  Employee suggestion systems / quick responses.  Live version of internal house magazine.  CEO spending time in face to face communication with staff.  ONLINE “asks the CEO” mailbox.
  • 41.  Monthly staff awards  Annual staff awards  Weekly blog related to serious business issues and staff to read / comments.  Problem solving committee.  Quality assurance committee.  Conducting soft skills training program as well as required training programs  Online real-time tracking of progress. Employees can view company progress towards targets / goals.  Provide long term strategic vision for business growth.  Indoor Games as well as Outdoor games, like Chess, Cricket, Badminton etc.  Celebration of Employees Birthday Employee Engagement Activities which majorly affect the employees Above mentioned activities are mainly dependent on the employee involvement or to boost the morale of the employees. Employee engagement is majorly dependent upon the following:  Job Description / Job Clarity: an employee must know what is expected out of him at work. He or she is made aware about his job responsibility. Job description is necessary for an employee so that he can perform well.  Resources to do one’s work: an employee is provided with the required tools and equipments to carry out his job smoothly.  Opportunity for further growth: an employee should be given opportunity to further hone his technical and behavioral skills i.e, should get opportunity to attend trainings etc. career path development can also be helpful.  Recognition / praise for good work: everyone need some kind of praise or
  • 42. recognition for his/her good work to perform better in future. Whenever a person does something, there are consequences. Those consequences will affect whether work groups engage in that behavior again.  Healthy relationship with your supervisor, boss and colleagues: if the relationship will be healthy with your superior , boss or colleagues then employees will feel secure, can experiment with new ideas at work , to challenge, to share information and to support each other.  Encouraging development: here development means helping employees to find roles that fit in their natural strengths, their unique combination of skills, knowledge and talent. If employees are provided with these their productivity will improve.  Freedom to express views: an organization can not develop if it does not let it employees to express their views because in such situation employees will not feel comfortable with the environment. GAIL INDIA LTD practices all the above mentioned areas and provides its employees with all the necessary resources at work. Good professional environment, guidance of superiors, proper induction, training, career growth, coaching, right compensation as per performance, incentives for high performers, etc. GAIL’s culture believes in Caring for people, intellectual honesty openness, fairness & trust. We strive for commitment in excellence
  • 43. JOB SATISFACTION Introduction: The concept of job satisfaction though of considerable recent origin is closely related to motivation at the workplace and is correlated to improved performance in the workplace. Job satisfaction describes how content an individual is with his or her job. There are a variety of factor that can influence a person job satisfaction. Some of these factor include: the level of pay and benefits, the perceived promotion system within a company, the quality of working condition, leadership and social relationship and the job itself (the variety of the task involved, the interest and the challenge job generates and clarity of job description requirement)
  • 44. Brief history: One of the biggest preludes to study of job satisfaction was the Hawthorne study. These study sought to find the effect of various condition on workers productivity. These study showed that novel changes in working condition temporarily increases productivity. Findings from Hawthorne studies provided strong evidence that people work for purpose other than pay. There is evidence that job satisfaction is negatively correlated with absenteeism. That is people who are dissatisfied with their job tend to miss more work. Although there is not strong correlation, people tend to not miss work very much regardless of their degree of satisfaction. Along the same line as absenteeism, job satisfaction also is negatively correlated with turnover. People are much more likely to quit their job when they are dissatisfied. Employee satisfaction is thought to be one of primary component of a well-run organization and considered an imperative by all corporate management. It is necessary to focus on diverse personal goal which worker hope to be satisfied in the workplace, determine issue like feedback, autonomy and variety that will influence their level of satisfaction and involvement. Factor determing job satisfaction There are a number of factor that put an effect on job satisfaction few of those are listed below:
  • 45.  Ability utilization (right person at right job)  Achievement (on job)  Activity (meaningfulness of work)  Advancement (career growth opportunity)  Authority (rights and duties)  Company (image in society)  Compensation (salaries and benefits)  Co-worker (in terms of interaction)  Creativity (in term of streamlining processes)  Independence (freedom to carry out ones job)  Moral values (justified and unjustified)  Recognition (after major accomplishment on job)  Responsibility (for the outcomes)  Security (in term of job)  Social services (opportunity availability for serving society)  Social status (provided by the job)  Supervision (nature of supervision)  Variety (task variety)  Working condition (cleanliness, sitting arrangement etc) Advantages of job satisfaction The importance of job satisfaction is fairly evident from a description of the importance of maintaining morale in any organization. If a worker is not satisfied with his or her work, then both quantity and quality of his or her work output will suffer. If his or her job satisfaction increases then there is an improvement in both quantity and quality of work.
  • 46. We can summarize the advantages of job satisfaction in following point:  Loyalty  Increase productive output  Better performance at work place  Less turnover  Low rate of absenteeism  Less grievances  Less slackness  Low rate of attrition  Low level of stress  Harmony at workplace Disadvantages of job dissatisfaction As there are advantages of job satisfaction, similarly there are disadvantages of job dissatisfaction; few of those are listed below:  Significant decrease in production  Increase in work slackness  Increase in grievances  Increase in labour turnover  Lack of peaceful interpersonal relation  High rate of job attrition Measuring job satisfaction
  • 47. There are many method of measuring job satisfaction. By and far the most common methods for collection of data regarding job satisfaction are: 1. The Likert scale (named after Renins Likert) 2. Yes/no method 3. True/false question 4. Point system 5. Cheklist 6. Forced choice answer One of the most important methods of measuring job satisfaction is the job descriptive index (JDI) created by smith Kendle and Hulin (1969). It is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: 1. Pay 2. Promotion and promotion opportunity 3. Co-worker 4. Supervision 5. Work itself The scale is simple, participants answer either yes/ no or can’t decide in response to whether given statements accurately describe ones job.
  • 48. Models of job satisfaction There are four models of job satisfaction that describe job satisfaction level of employees. These are as follows: AFFECTTHEORY
  • 49. Edwin a. Locke s range of affect theory (1976) is arguably most famous job satisfaction model. The main premise of this theory is that satisfaction is described by a discrepancy between what one wants in the job and what one has in the job. Further theory states that how much one values a given facets of job (e.g. the degree of autonomy in a given position) moderates how satisfied/ dissatisfied one becomes when expectation are /aren’t met. Dispositionaltheory It is a very general theory that suggests that people have innate disposition that cause them to have tendencies towards a certain level of satisfaction, regardless of one s job. This approach becomes a notable explanation of job satisfaction in the light of evidence that job satisfaction tends to be stable over time and across career and job. Jobcharacteristicmodel Hackman and Oldham proposed the job characteristic model which is widely used to measure particular job characteristic impact on job outcomes including job satisfaction empirical have provided substantial support for this model possibly explaining its wide spread use.
  • 50. Moderating variables for job characteristic model •Knowledge and skills •Satisfaction with extrinsic aspects of work •Growth need strength Implementing concept for job characteristic model •Combine tasks: Effects skill variety, task identity, & task significance •Group tasks into natural work units: Effects task significance and task identity •Give workers contact with customers: Effects skill variety, autonomy and feedback •Vertically load jobs: Effects autonomy •Open feedback channels: Effects feedback Designing jobs for teams •Team has to be an identifiable group, doing a specified piece of work, and be
  • 51. self-managing •Key behaviors: Ask for ideas and give suggestions. Listen to others, share information and help others •Manager’s role: Make alterations needed for effective group performance, consult Goals that motivate •Specific Goals •Difficult Goals •Goal Acceptance •Goal Feedback Why goals motivate •Mobilize energy in relation to goal •Focus attention towards goals attainment •Encourages setting of action plans or strategies for goal attainment •Encourages persistence until goal is attained
  • 52. Enhancing goal acceptance •Participation •Rewards •Supportiveness Incentives for individual •For Executives –Compensation tied to achieving strategic goals •For Lower Level Employees –Tied to performance: bonuses, commissions and piecework When pay fails to motivate • If Bonuses or merit pay is too small •Non-existent link between pay and performance
  • 53. •Performance appraisal is done poorly •Effect of unions •Adaptation problems Effective reward system •High goals should be set for performance •Accurate ways to measure performance should be developed •In the performance appraisal there should be provision of training for supervisors •Pay should be linked with the performance •Make increases noticeable and meaningful Summary Hackman’s & Oldham Job characteristics Model can be used to redesign jobs to engage motivation. How and why goals setting works & looked at ways to use pay as a motivator.
  • 54. SOMEMYTHSURROUNDINGEMPLOYEEREGARDINGJOB SATISFACTIONARE: 1. THERE IS A PERFECT JOB FOR ME: There is no perfect job. Jobs have descriptions, but we each bring definition and meaning to our job. The job is in the process of being perfected only as we fulfill our intrinsic job needs, which are our sense of Respect, Responsibility, and Recognition. 2. SOME JOBS ARE MORE IMPORTANT THAN OTHERS. If as human beings we are important-and we are-then the job is important because we impart of ourselves into the job. Status is only in the mind of the thinker. People who care about themselves and care about their work realize that no one can do their job like they can. The job is special because they are special. There is no dignity and self-respect that is imparted to the job. 3. I MUST MAKE MYSELF FIT THE JOB. Individuals who accept themselves and their self-worth tend to naturally be creative problem-solvers. The tend to look for ways to make situations and circumstances work in their favor. In other words, when they are given lemons, they find ways to make lemonade.
  • 55. 4. JOBS SHOULD HAVE MEANING AND PURPOSE. Jobs have meaning and purpose only to the extent that we give them meaning and purpose. Just as we define our own job satisfaction, we define the meaning and purpose of the job. This starts with knowing our deep values, beliefs, and purpose for living. As we get the "big picture" of these elements of our lives, we can begin putting our job in perspective within a larger picture. This will also help us make the job work for us rather than us working for the job. 5. A JOB SHOULD HELP ME FEEL BETTER ABOUT MYSELF AND RAISE MY SELF-ESTEEM. A job will never put something inside you that you don't already have. A job can embellish and strengthen what you have, but never give it to you. It wasn't designed to do that. The better you feel about yourself, the more you will see or create opportunities to maintain these feelings about yourself even when circumstances try to pull you down. 6. A JOB SHOULD PROVIDE CHALLENGE. Only to the extent that we begin to look for challenge in our job. We must create our opportunities to be challenged, especially after we have settled in our job and begin feeling secure and competent about how we perform our day-to-day responsibilities. 7. IT'S HARD TO WORK FOR A DIFFICULT BOSS. The work is not hard. The interpersonal relationship with your boss is what is hard. This strained relationship causes emotional tensions that can be wearing. When we are working for difficult people, it will help if we distinguish between the work and the difficult person. This requires a sense of confidence and competency in ourselves that can keep us centered during trying times. 8. YOU MAY BE STUCK DOING A JOB FOR THE REST OF YOUR WORKING LIFE.In the age we are living in, that is highly unlikely. Organizations are going through massive changes with amazing rapidity. 9. I MUST BE OUTSTANDING ON MY JOB. Our work may not directly showcase our skills and abilities. That should be okay. The requirement is that you do the best you can with your job assignments. Look for other opportunities in your workplace, perhaps outside of your regular type of responsibility, to let your talents and skills glow. 10. I SHOULD BE FURTHER ALONG IN MY JOB THAN I AM. If further along means more promotion and salary increases, the myth of the matter is that few of us are getting many of those to any substantial degree. Employees are staying longer in the same position. Salary increases are not as large as in the past. Our definition of job satisfaction must be a definition that is within our control and can be within our reach.
  • 56. HYPOTHESIS Job satisfaction, its causal factors and its effect upon organizational health are all part of the various factors under study for this project. Job satisfaction for an individual can be influenced by a number of the factors that include job itself, the salary, the promotion policy of the company, and the attitude of the co-worker, the physical and mental stress involved, the working conditions, the interest and the challenge levels. These various level are just indicative of various factors that contribute or take away from job satisfaction. Sometime, even changing the color of the furniture and fabric can lead to higher levels of job satisfaction. While job satisfaction is not quite the same as motivation, the two are quite closely linked and many times motivating action also increases satisfaction level. Most organization periodically measures job satisfaction among employee through mainly quantities technique using rating scale. Numerous studies on job satisfaction and reason thereon have, ended in a number of interesting finding, we view job satisfaction as emerging from a number of factors, including the characteristic of the organizational environment, specific feature of the job, and the personal characteristic of the
  • 57. worker. Higher job satisfaction has been linked with employees who are able to exercise autonomy and with those who have a higher level of job involvement. Women have found to report significantly higher job satisfaction than men, although this gender gap appears to be narrowing. Some study have noted that older worker tend to have a higher level of job satisfaction, although a number of studies have shown that age variable might be more a proxy for experience. Older worker also tend to be situated in higher-level positions, which might be more fulfilling than the less exciting entry-level positions of th0ose just entering the work. I intend to commence the hypothesis with the topics including: loyalty, salaries and benefits working condition, work itself, interpersonal relations, supervision, recognition and advancement. The questionnaire will be covering above said element of the job satisfaction. Based on the response, I shall be able to prove my hypothesis.
  • 59. QUESTIONNAIRE EMPLOYEES ENGAGEMENT AND SATISFACTION SURVEY Name: ______________________________________________________________________ Designation: _______________________________________________________________ Department: _______________________________________________________________ Date: ______________________ This survey will take about 5-8 minutes. This feedback is anonymous and your responses will be held in the strictest confidence. Q1. How well informed were you about your role and responsibilities before and at the time of joining? Excellent Very Good Fair Poor Very Poor Q2. Are you well communicated through HR for HR policies or process change/updation? Strongly Satisfied Satisfied Fair Dissatisfied Highly disatisfied Q3. Openness and transparency during meeting :
  • 60. Excellent Very Good Fair Poor Very Poor Q4. Queries clarification during meeting : Excellent Very Good Fair Poor Very Poor Q5. How frequently you wish to see employee engagement activities? Weekly Monthly Quarterly Half yearly Yearly Q6. How satisfied are you with the safety/amenities provided at your workplace? Strongly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Highly dissatisfied Q7. Are you satisfied with your compensation and benefits? Strongly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Highly dissatisfied Q8. How satisfied are you with the response of your superior? Strongly Satisfied Satisfied
  • 61. Neither satisfied nor dissatisfied Dissatisfied Highly dissatisfied Q9. Free to discuss when new ideas strike in your brain : Strongly Agree Agree Neither agree nor disagree Disagree Highly disagree Q10. How long would you wish to be in GAIL? Less than 2 years 2 to 5 years 5 to 8 years More than 8 years THANK YOU…!!!
  • 62. Inferences: 50% of the GAIL employees feel that they were Fairly informed about their role and responsibilities before and at the time of joining, 25% of them feel that it was Very Good, 13% of them think it was Very Poor and about 12% of the employees think that it was Poor. Excellent 0% Very Good 25% Fair 50% Poor 12% Very Poor 13% Q1. How well informedwere you about your role and responsibilitiesbefore and at the time of joining?
  • 63. Inferences: 50% of the employees in GAIL feel satisfied and 12% feel Strongly Satisfied with the point that they are well communicated through HR for HR policies or process change/updation, 38% of employees feel thjat the point is Fair enough. Strongly Satisfied 12% Satisfied 50% Fair 38% Dissatisfied 0% Highly dissatisfied 0% Q2. Are you well communicated through HR for HR policies or processchange/updation?
  • 64. Inferences: 51% employees said that Openness and transparency during Meeting was Excellent, 25% employees said Fair, 18% employees said Very Good and 6%employees said Poor. Excellent 51% Very Good 18% Fair 25% Poor 6% Very Poor 0% Q3. Openness and transparency duringmeeting
  • 65. Inferences: 51% employees said that Queries and clarification during the Open house session is Good, 25% employees said Fair, 18% employees said Very Good, 18% employees rated Very Good and again 6% employees rated it Poor. Excellent 51% Very Good 18% Fair 25% Poor 6% Very Poor 0% Q4. Queries clarification during meeting
  • 66. Inferences: About 43% of the GAIL employees wish to see employee engagement activities Monthly, 22% of them wish to see it Yearly, 13% of them wish to see it Half-Yearly and about 11% of the employees wish to see the activies Weekly and Quarterly. Weekly 11% Monthly 43% Quarterly 11% Half yearly 13% Yearly 22% Q5. How frequently you wish to see employee engagement activities?
  • 67. Inferences: 37% of the GAIL employees feel Strongly Satisfied with the safety/amenities provided at the workplace, about 37% feel Satisfied, about 13% feel Dissatisfied and 13% of them feel Neither Satisfied nor Dissatisfied for the same. Strongly Satisfied 37% Satisfied 37% Neither satisfied nor dissatisfied 13% Dissatisfied 13% Highly dissatisfied 0% Q6. How satisfiedare you with the safety/amenities provided at your workplace?
  • 68. Inferences: 62% of the employees in GAIL feel Satisfied with their compensation and benefits, 25% feel Highly Satisfied and about 13% of the employees neither feel satisfied nor dissatisfied about the compensation and benefits that GAIL provide them. Strongly Satisfied 25% Satisfied 62% Neither satisfied nor dissatisfied 13% Dissatisfied 0% Highly dissatisfied 0% Q7. Are you satisfied with your compensation and benefits?
  • 69. Inferences: 62% of the GAIL employees feel Satisfied about the response of their superiors, 25% feel Dissatisfied and about 13% of them feel neither satisfied nor dissatisfied. Strongly Satisfied 0% Satisfied 62% Neither satisfied nor dissatisfied 13% Dissatisfied 25% Highly dissatisfied 0% Q8. How satisfiedare you with the response of your superior?
  • 70. Inferences: 32% of the employees of Gail feel free to discuss when new ideas strike in their brain, 22% are strongly agree with the same, 11% highly disagree, 13% of them just disagree with the point and about 22% neither agree nor they feel disagree to the point. Strongly Agree 22% Agree 32% Neither agree nor disagree 22% Disagree 13% Highly disagree 11% Q9. Free to discuss when new ideas strike in your brain
  • 71. Inference: 50% of the employees of GAIL wish to be with the company for more than 8 years, 25% for 2 to 5 years,13% for 5 to 8 years and about 12% for less than 2 year. Less than 2 years 12% 2 to 5 years 25% 5 to 8 years 13% More than 8 years 50% Q10. How long would you wish to be in GAIL?
  • 72. Conclusions & Suggestion  The working environment is good in the organization. The relationship between the employees and the subordinates is good.  The HR policies are well formulated and implemented for employees’ according to their various needs, their safety and security and the kind of work which they do.  The corporation is committed in conducting business with strong environmentcon science for sustainable development hence health and environment protectionremains high on its corporate agenda. GAIL (I) Ltd. ensures safe work places and enrichment of quality of life of its employees.  GAIL (I) Ltd. not only provides its employees with attractive pay scales and perks but has also adopted many welfare measures which are constantly upgraded with time  Employees are satisfiedwith their salaries.  Employees EngagementActivities should be given more importance.  Their should be particulardays regarding some engagementactivities.  Employees should be given proper chance to show their extra talent in some curricular activities conducted by GAIL.  Employees should be set more freely in order to keep their ideas in front of the Authority.  Employees Satisfaction scale should be madein order to check it either weekly or monthly or quarterly.
  • 73. BIBLIOGRAPHY 1. Gail.nic.in 2. Google.com 3. H.R Handbook of GAIL employees. 4. Book - Aswathappa, K., Human resource management: Text and cases. Delhi: Tata McGraw-Hill Publishing Company Limited, 2008.